![]() On top of that, the isolation of the pandemic has intensified our desire for authentic belonging. Forced into self-reflection during extended WFH, workers have questioned the value of their work and the sense of meaning it provides. The last 18 months have sharply awakened our innate hunger for meaning and purpose. If you’re genuinely committed to retaining your talent, you’re going to have to dig a bit deeper. Leaders determined to stem the tide of talent defections by simply throwing money or perks at the problem could be surprised to learn they’re barking up the wrong tree. Among the many insightful perspectives I heard, three practices appeared to be universal across these companies. I wanted to find out if there were any common patterns that shed light on what it really takes to retain talent in such a volatile time. I recently spoke with six human resource executives from companies reporting that their organizations are not experiencing higher-than-normal attrition. What can we learn from the organizations that are retaining their employees in this environment? That means 59% of workers aren’t thinking about quitting. ![]() Microsoft’s recent research suggests that 41% of workers across the world are thinking about quitting their jobs. Bureau of Labor Statistics, more than 15 million people quit their jobs since April in the U.S. Widespread conjecture about what’s behind “the Great Resignation” ranges from people wanting more work flexibility and higher-paying jobs to simply being utterly exhausted from pandemic burnout. Most employers are anxious about the mass exodus happening from today’s workplaces.
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