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As employers, we’re always trying to make decisions based on evidence. We want to hire the candidate who hands in the best resume. We want to promote the worker who offers the best track record. Companies have long operated this way.
This year started with the Great Resignation. The “quiet quitting” trend arrived this summer. And now 2022 is ending with a probable recession. In other words? It’s been a tough 12 months. Many of this year’s employment trends have focused on workers’ unfulfilled needs. Employees felt unheard, underpaid and underdeveloped, so they sought out new opportunities.
In-person and remote employees require more flexibility, and these days, they can find it, making the war for talent formidable. How does an organization face this changing reality? This weighty matter falls on the shoulders of leadership. Business leaders must build their teams, find ways to encourage collaboration and engagement, and build trusting relationships among team members. And all the while, they must manage a staff who may seldom step foot in the office.
Many organizations are pushing to make hiring more speedy. The craze has led employers to rethink their hiring processes — what a great opportunity for improvement.
I believe that the standard candidate experience is not just stale, but broken. We ask candidates to sum up their experience on a piece of paper, sit through a nerve-wracking interview, and then wait weeks as we deliberate on a yes or no.
With so much attention on the workers who say “sayonara,” there’s good reason employers are asking the big question above. Why do employees quit? Is something pushing them out? Or is the grass really that much greener on the other side?
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