and how business and society will approach work in the future.
A massive job exodus fueled by burnout, compensation, competition and turnover has created previously unthinkable situations for employers, many of whom are now scrambling to retain the talent they have.
But amidst all this chaos, there is a pivotal moment and a question: what kinds of structures, policies and treatments would we like to see in our workplaces in the future, and how can we use this opportunity to shape the future of work for decades to come? ?
In hopes of getting answers to these questions and more, a member of the NationSwell Council Lydia Loizidespresident and founder of skillfully, launched a body of work in 2021, in conjunction with the NationSwell Council, which has grown as the future of work rapidly evolves. Lydia has conducted NationSwell Council leadership surveys two years in a row, most recently followed by a May 25 conversation with NationSwell’s cross-industry and cross-industry leadership community.
During our May 25 focus group, members reviewed results from the 122 organizations and leaders who responded to the 2022 survey and discussed what workers should be advocating for to create happier workplaces, hybrid and holistic – and how employers can anticipate what will attract and retain talent in an increasingly competitive marketplace.
Here are some of the key takeaways from the survey and the resulting discussion.
Employers already offer flexible working hours, but what workers want most is better pay.
More than 76% of respondents said their employers had started offering remote work opportunities as a benefit to increase job satisfaction, and the same percentage said employers had also worked to improve their communication strategies to better communicate the vision, business strategy and Suite. But when asked what benefits they think employees should would offer to help employees cope with the pandemic, 46.7% of respondents said better compensation — something only about half of respondents said their company was already offering.
A surprising number of respondents said their employers were already engaging in “open hiring” practices
Of those surveyed, 36 respondents said their company already uses “open hiring” – an inclusive recruiting method in which potential employees add their name to a list rather than submitting a traditional CV and cover letter. . Crucially, open hiring models also omit background checks and interviews that other companies typically require, eliminating critical points where human bias and discrimination can typically creep into the hiring process.
Most respondents agreed that employers should provide low-cost or free access to formal education.
Of those surveyed, 55% said they believe employers should provide at least some form of education to employees. Some companies have already modeled how this might be possible: Starbucks, for example, offers employees the opportunity to enroll in the Starbucks College Achievement Plan (SCAP), which allows US employees to earn their first bachelor’s degree with the company that pays for 100% of their tuition fees.
With secondary schools currently experiencing massive dropout rates due to the pandemic, the ability to re-enter workers into non-traditional education streams is likely to become an increasingly critical talking point.
Burnout always affects employees’ willingness to stay in their jobs, but there’s a catch
Although feelings of exhaustion and overwhelm caused by the pandemic continue to haunt workers and fuel high turnover rates, these rates are often influenced by whether workers have a positive attitude and also perceive their employer as being an active listener, their turnover intention decreases and they are more likely to be organizationally collaborative.
Credentials need a facelift
Responses to the question of whether non-college degrees were just as valuable to their employers as a college degree were scattered, suggesting that a very specific perception of education as it relates to workforce ability- of work still exists.
However, respondents do agree that certain skills, including critical thinking and adaptability, tend to be more important than certain hard skills for day-to-day job success.
Perceptions of the biggest threats to job security over the next 25 years include education, automation and public policy.
When asked what they thought would be the greatest threats to job security in five years versus 25 years, respondents included post-secondary education and K-12, automation and technology. ‘IA and public policy – especially as it relates to the urban/rural divide.
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