The deck covers recruitment and retention through the lens of the Great Resignation, with a record number of people leaving jobs and many leaving without another job lined up.
The working notes push back on the framing. The figure is still only 3 percent, the number most often quoted is people who are thinking of leaving, and the deck asks whether quiet quitting is the bigger danger.
Key findings
- Job openings far exceed new hires. The deck cites 10.9 million current openings against 6.3 million new hires.
- Among almost 600 workers surveyed who left voluntarily without another job in hand, 44 percent said they had little to no interest in returning to traditional jobs in the next six months.
- The pandemic changed what people want from work. In one cited study, 37 percent said it spurred them to reevaluate their purpose and priorities, 41 percent said they would choose a different career given a do-over, and 65 percent now expect more out of work and life.
- Leaving is not always the right answer either. The deck cites 26 percent of people who quit regretting the decision, and 42 percent of those who returned to the workforce saying the new position failed to live up to expectations.
- Overperforming organizations index far higher on caring about the people they serve, at 120 against 76, and on people, teamwork and collaboration, at 118 against 75.
What people are looking for
The list drawn from IRG data covers empowerment, flexibility, recognition, open culture, diversity, and hybrid working. Alongside it sit reasons: companies and brands that engage in social and political discussion, work that is more than a job, hiring for diversity with junior talent developed in-house, and mental health.
The deck condenses this into what it calls the Big 5, naming recognition, meaning, flexibility, and connection.
What works
The measures listed as effective are being appreciated, flexibility, compensation, sustainable expectations, career development, and meaningful work. The condition attached is that this needs to be long-term change, not a short-term fix.
On supply, the advice is to expand the pool toward non-traditional workers such as students, boomerang employees, and freelancers, and to rethink requirements around degrees and experience. Career mobility is emphasized, framed through three Cs: career, culture, and citizenship.
Training is presented as a dividing line. Bands run from no formal training to more than three days per year, and the conclusion on the slide is that winners train more.
The deck also reframes attrition itself. Higher turnover means access to more possible staff, and it notes there is such a thing as too much retention. It adds that a gap in a resume carries less stigma than it used to.
What the room was asked
The 45 minute discussion put three questions to participants: whether anything had been missed, how they deliver on the Big 5 in marketing, and how they work with other functions to deliver it. The session then closed with five minutes on what actions they could take now for immediate impact.
Scope and limitations
Several of the figures are quoted from outside sources rather than generated by IRG, and the deck itself flags that the most repeated resignation statistic measures intent rather than action.
Source
This page summarises Humanized Talent Proposition, by Institute for Real Growth, 2022-09-07.