Why do workers quickly leave organizations?
In April, the number of workers who left their jobs in a single month broke an all-time high in US history and according to the US Bureau of Labor Statistics, a total of 4 million Americans were resigned by July 2021. In the UK, the number of open jobs exceeded 1 million for the first time in August.
The economist calls this trend of voluntary resignations a “Great Resignation” and suggests a strike against worker protection and wages; However, the number presented to describe the story of a massive pandemic-induced resignation is not entirely straightforward and represents the full story. On the one hand, we do not have enough longitudinal data to calibrate the scale of voluntary quits, as the US government has only been tracking data since 2000. Moreover, quits were already at record levels in 2019. , before Covid-19 knocks on our doors. .
Then there are many experts in social and medical studies, who believe that the trend is less towards economics than towards active desire, research and discovery to improve our collective experiences. For example, according to Martha Maznevski, professor of organizational behavior at Ivey Business School, Western University in Ontario, “we don’t know [who’s making up the bulk of resignations even]”says Dr Maznevski,” I’ve seen reports that these are mid-career people, I’ve seen reports that say it’s Gen Z, or “everyone retires early , these are the baby boomers ”- I don’t think we have a good idea right now. Indeed, current data suggests quit rates are highest among mid-career employees and in the tech, professional business, and healthcare industries, but these are not your level operators. entry, which manage on a daily basis. They are experienced professionals, who are skilled at preparing payroll and are not looking for security, but are likely to suffer from prolonged problems caused by the economic systems they have served. Many of us do.
When we seek to understand the formulation of the current world order, most of us would agree that the majority of imperatives have had good value to date and that the original intention was clearly to serve human beings. Unfortunately, over time, in the same system, human beings now find themselves struggling for the dignity, fairness and equality they deserve as a birthright. In the current purposeful economic system, we seem to have completely lost sight of the generation of value for the individual and the collective. It is obvious that most of the workers acted as a means to an end. Sometimes consciously, at other times unconsciously exchanging their ideas, skills, abilities to become real tools for the substance of an economic life that they do not need or seek. Some would go so far as to say and for at least twenty years, work is no longer a means to an end for us, it is our collective intellectual power that has advanced companies, societies, ecologies and it has happened to the detriment of our individual well-being.
The exchange comes at a cost. That said, if we have lost focus on humans and our interdependence with each other and with our environment, this may be one of the benefits of the Covid-19 phenomenon. In fact, it has reminded us and continues to remind us that what is human at heart and what binds us together is still valid. We may be rediscovering our worth through our relationship to each other and to nature. To that end, as Derek Thompson said in Atlantic, “… maybe the dropout level is really an expression of optimism that says: We can do better. ”
Make no mistake, to transform existing businesses into people-centered organizations, companies will need to clearly understand the key distinctions between future and traditional organizational models and the interplay between individual and collective action. Right now, very few organizations have a common language or a clear definition of what they mean when they say “hybrid work” or “hybrid workplace”, for example. Even where there is an agreed definition, revision is limited. Hybrid working practices must evolve beyond the “onsite more remote” equation that the lockdown has created. There is probably a third option that offers a complete reinvention. It is likely that companies that step back to rethink cultural formations will be the ones that help individuals discover the full and hidden potential of capabilities while expanding organizational capabilities beyond what is visible in the picture.
This is where centering “humans” at the heart of an organizational context and conceiving of both intrinsic and extrinsic needs to build meaningful life experiences becomes fundamental to reforming agility. There is a vast body of evidence spanning psychology, neuroscience, and even economics, revealing that as a species our default mode is not just egocentricity. We’re also wired to connect and care about participating in a bigger goal. When we have a personal opportunity, we become capable. It’s part of the story. Then when we have the ability to connect, our physiology improves for the better. There is also some evidence that shows that when our physiology improves our emotional state improves and with the right conditions our spiritual state improves as a result. In this holistic state of authenticity and serenity, we become more geared towards collaboration and creativity. From there, our productivity flourishes. These 21st organizations of the century interested in sustained growth, they must put people central to their work design processes.
There is more to discover about the future of work. The causes of current voluntary resignations are probably more complex than those proposed by today’s economists, and the question may not be so much how and where we spend time working, but rather how to create. the conditions for individuals and the collective to flourish better. The inventions of the past were the result of our optimism in vision. Perhaps the inventions of the future will be the result of our pessimism in the vision. Where we no longer believe in the progress of the system itself, perhaps we need to start acting in a way that moves humanity forward. Perhaps this is a new way of activism for all of us global workers. Perhaps, it is not an abandonment but an attempt at something else. Maybe it’s more of a ‘Great Awakening‘that a’ Great Resignation ‘…