These findings held across all five countries we surveyed (Australia, Canada, Singapore, the United Kingdom, and the United States) and were broadly consistent across industries (Exhibit 1). Eighteen percent of the respondents said their intentions range from likely to almost certain. Forty percent of the employees in our survey said they are at least somewhat likely to quit in the next three to six months.
The Great Attrition is happening-and will probably continueĮxecutives who think that employee attrition is easing-or is limited to particular industries-are misguided. By seizing this unique moment, companies could gain an edge in the race to attract, develop, and retain the talent they need to create a thriving postpandemic organization.īy not understanding what their employees are running from, and what they might gravitate to, company leaders are putting their very businesses at risk. If companies make a concerted effort to better understand why employees are leaving and take meaningful action to retain them, the Great Attrition could become the Great Attraction. These companies are making ineffective moves based on faulty assumptions. The bottom line: the Great Attrition is happening, it’s widespread and likely to persist-if not accelerate-and many companies don’t understand what’s really going on, despite their best efforts. In this article, we highlight new McKinsey research into the nature and characteristics of the Great Attrition-or what many are calling the Great Resignation-and what’s driving it (see sidebar, “About the research”). These managers were evenly split between large organizations (with more than $1 billion in revenues) and midsize ones (with revenues from $50 million to $1 billion). The employee survey included 5,774 people of working age the employer survey, 250 managers specializing in talent (for instance, chief talent officers). Both surveys spanned multiple industries. To better understand what’s driving voluntary attrition in the labor market, we conducted separate surveys of employers and of employees in Australia, Canada, Singapore, the United Kingdom, and the United States. Moreover, because many employers are handling the situation similarly-failing to invest in a more fulfilling employee experience and failing to meet new demands for autonomy and flexibility at work-some employees are deliberately choosing to withdraw entirely from traditional forms of full-time employment. They want meaningful-though not necessarily in-person- interactions, not just transactions.īy not understanding what their employees are running from, and what they might gravitate to, company leaders are putting their very businesses at risk. Yes, they want pay, benefits, and perks, but more than that they want to feel valued by their organizations and managers. They want to feel a sense of shared identity. They want social and interpersonal connections with their colleagues and managers. They want a renewed and revised sense of purpose in their work. Employees are tired, and many are grieving. If the past 18 months have taught us anything, it’s that employees crave investment in the human aspects of work.
0 kommentar(er)
