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It’s no surprise that positive associate relations are necessary to support a safe, happy, and productive workforce. Many organizations pride themselves on their relationships with employees and work hard to ensure workers have a fruitful work/life balance. Yet, how important are these things, really? What are the consequences should an employer choose not to focus on employee satisfaction and talent management? According to recent studies, some employers may have underestimated the importance of keeping their workers happy.
For example, according to career management firm Right Management’s new survey, as many as 83 percent of the 900 employees surveyed reported they would voluntarily leave their jobs in 2014. As active job seekers and established members of the workforce begin to gain higher rates of confidence in the labor market – and as more jobs are becoming available – they are more likely to take employment risks and look for better opportunities.
In fact, in October 2013 more than 2.4 million Americans left their jobs, accounting for 56 percent of all voluntary and involuntary separations that month, according to the U.S. Department of Labor. In short, this means employees have the upper hand in making decisions based on their career prospects, and are less dependent on employers. Conditions have vastly changed since 2009 when, according to Right Management’s survey, only 60 percent of employees said they would actively seek new jobs. The upward trend is most likely attributable to economic conditions directly following the 2008 financial crisis, which left many workers dissatisfied and “stuck” in their positions amid financial uncertainty.
Yet now as economic tides turn and workers gain more autonomy, employers must utilize their talent management software to retain top performers and engage their staffs.
One of the biggest changes to the labor market is the influx of millennial workers and how their attitudes and preferences have begun to shape the work environment. According to a 2012 Forbes infographic, there are more than 80 million millennial adults in the U.S. and 36 percent of the workforce will consist of these workers this year. This number increases to 46 percent by 2020. Millennial employees differ greatly from their baby boomer and Generation X cohorts in that they are much more technology driven, have reached higher levels of educational attainment, and can make companies appear more attractive to shareholders and prospective workers.
But they also drive the need for employers to offer its employees more than simply a paycheck. According to Forbes, millennials also require purpose and a sense of accomplishment to stay loyal to their employers – a trend that is catching on. A Hay Group study that looked at global job outlook, retention and turnover found that in North America, more than 36.7 million workers will have departed from their jobs between 2014-18, with a spike in 2014. Employees who responded to the Hay Group study also reported a supportive workplace, opportunity for career advancement, and competent leadership as the top reasons to stay with an employer.
“With retention a growing concern for organizations – not just for key high performing employees, but also core employees – understanding the factors that drive commitment and loyalty is essential for managing increasing turnover risks in the months and years ahead,” said Mark Royal, a senior consultant with Hay Group. “Now is the time for organizations to understand where they stand on and tackle these influences, to keep employees from taking flight.”
These trends indicate a growing need for companies to hone in on talent management strategies to ensure the business retains its top performers in 2014. As economic confidence influences employees’ decisions to migrate to better jobs, prioritizing talent management strategies will be essential to the company’s long-term success.
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