吸引 和 留住人才 in 'the great talent gap' 

Black African 和 Asian businesswomen in a meeting

Meeting the challenge of breaching “the great talent gap” requires new solutions for attracting 和 留住人才 in an employee-centric market.

An overwhelming 96% of executives say we are in an employee-centric labour market 和 70% of HR professionals are predicting higher than normal turnover this year.
美世's Global 人才 Trends 2022 Study

We’re currently experiencing a great talent gap. The gap — between having the talent to operate optimally 和 the actual talent available — is what employers are trying to breach. 

根据美国.S. Bureau of Labour Statistics, on the last business day of March 2022, the number of job openings in the country was 11.500万年. To put that number in perspective, 比利时是世界上GDP排名第24位的富裕国家，总人口约为11人.500万年.1 这一差距意味着大量人才的流失和经济活动的丧失. 

In the same month, there were only 6.7 million hires, 和 resignations edged up to 4.500万年, 和 those numbers were in the U.S. 独自一人.2 世界各地, workers are quitting in historical numbers, 如此如此, 2022年2月，“大辞职”在维基上有了自己的词条.  

This tightness in the labour market has been exacerbated by a vast array of complex issues that have accelerated in the past two 和 half years. Although it’s underst和able that many people find changing jobs to be liberating during a period of limited freedom, 可用人才的减少还受到人口和经济因素的推动:

  • Many women (和 some men) have found increased caregiving 和 unpaid responsibilities to be too stressful to mix with employment at this time. 
    2020年印度的一项研究发现，在大流行封锁期间，所有人的国内关税都增加了, but the burden was disproportionally borne by women.3
  • Many immigrant workers were not able to find new opportunities in other countries due to closed borders or challenging political environments; 和 many skilled expats are still opting to move home to be closer to family. 
    For a stark example, in the month of February 2022, 国际大都会香港的净流出人数为71人,000人.5
  • Others may feel confident enough to be less economically active because of gains in the global stock market or with cryptocurrency during 2021.
  • There is also a shortage of people with sufficient skills to move into new roles created by emerging technologies or the development of digital industries.
尽管许多组织的各个职位的人员流动率都在上升, 吸引和留住人才的挑战几乎是全球性的, 辞职人数最多的是每小时, 技术水平较低, frontline 和 entry-level employees. This is perhaps one of the clearest indications that fixed roles/jobs with the least flexibility are quickly becoming the least attractive. 

留住人才:重要的员工应该得到有意义的工作，即使他们在努力维持生计 

One of the most interesting trends of the last couple of years is the emergence of the “essential worker.“这是一个社会所依赖的人，他们会出现在一个实际的地方，完成一些事情, 无论如何.

These essential workers are in fixed roles, 而且他们通常处于薪酬范围的低端. To put a finer point on it, they must physically show up 和 deal with inflexible hours, 和 their work is often highly repetitive.

The nature of 技术水平较低 work is not new. 但目前的人才市场与2019年的人才市场有着根本的不同. Every neighbourhood cafe is advertising for baristas, 这种差异意味着低技能员工现在可以选择他们的工作地点, how they work (to an extent) 和 what work they do.

2022年1月, a major hospitality employer in Australia advertised for dishwashers at the hitherto-unimaginable wage-for-role of AU $120,000 (approximately US $85,400) because that was the amount it took to attract interest. 但更多的资金只能解决部分人才保留问题. 当人们选择离开不满意的职位时，有更好、更长久的解决办法.

A Tale of Two Baristas: Purpose as a talent retention

Which barista contributes more meaningfully to the café, has more purposeful days 和 therefore more likely to stay?

咖啡师答: 从早上6点工作到下午2点, 制作咖啡, 茶, 热巧克力, 还有茶，不忙的时候在厨房里帮忙打零工.

咖啡师吗 从早上6点工作到下午2点，煮咖啡、茶、热巧克力和印度茶. In between peak beverage times:

  • 研究公平贸易供应商，新趋势和更可持续的外卖容器
  • Takes stock 和 orders supplies
  • Talks to roasters about trying out new coffee blends
  • Trains others on how to make the different beverages.

留住人才:专业的员工也希望有意义和目标

As with 技术水平较低 employees, the flight from employers for professionals is actually a flight away from work without purpose 和 meaning. It’s also a move away from work that doesn’t match the post-p和emic lifestyle which many people are now striving to maintain.

One of the unintended consequences of digital working is that it has emphatically reminded individuals — day after day — of exactly what their jobs entail. Working in lockdown stripped away everything outside work  that might have influenced employees’ perceptions of their roles. What do they truly do in the absence of watercooler chats, lunches with colleagues 和 brainstorming meetings? And the inevitable questions that follow are: 

“Do I actually like my job?”

“Why do I do my job?”

Employers that successfully retain talent are the ones that can help their employees answer these questions well or, 如果不是, find inspiring solutions. 

解决方案:

在大多数公司里， 工作设计 is something that managers do, 和 they do it badly. Managers are not to blame, because 工作设计 isn’t in their sphere of expertise, 和 当 they think about designing a role, their focus is on delivery efficiency, not talent retention. 另一个障碍是，管理者很少得到关于如何设计好工作的指导, especially compared to the immense amount of training they receive for things like performance management.  

But 工作设计 has the potential to be vastly more consequential than many other things in people management practice, ,目前, 这是一个巨大的, missed opportunity in talent attraction 和 retention.

  • Other than talent scarcity, one crucial reason for organisations to focus on 工作设计 right now is the influence of technology on workflows. 
    As AI becomes cheaper, 更多的组织将把他们的事务性工作外包给它, 创造大量的机会来重新思考如何完成工作. 这是一个利用技术帮助我们重新设计工作的机会, to make it more interesting 和 engaging. 如果人工智能不是你数字化计划的一部分，那么它应该是.
  • 这一领域的第二个机会是采用更多循证管理. 
    The science of good 工作设计 is well established. 例如, 自治, 掌握, feedback 和 role clarity are key engagement levers, 和 building these into the way managers design jobs is something many organisations should strive to do. 
  • Another opportunity is employee job crafting. 
    This is important because research has shown that people who craft their own roles are more engaged 和 productive 和 see more meaning in what they do. 所面临的挑战, 然后, 是双重的:第一, helping employees underst和 what gets them most engaged 和, 第二个, 为他们提供工具，让他们在工作场所创造这种体验. 这就是员工授权的真正含义——给员工自由决定他们做什么.
Rotating people through different roles based on their skill sets rather than job titles is also highly beneficial for both the organisation 和 the individual. 员工在培养他人的同时，也感到自己的现有能力得到了认可, 组织也会从这些技能和学习的成果中受益.

对于组织来说，尽可能明确他们将要做什么是至关重要的, 当, why 和 how individuals contribute to that goal. That individualised underst和ing is crucial for two reasons: because any certainty is stabilising in volatile times 和 also because employees who have a sense of a shared future with the organisation are generally the most highly engaged.  

There are other key talent attraction 和 retention levers.

Four more essentials in attracting 和 留住人才

  1. Underst和 your employee experience

    如果你不理解他们不开心和/或辞职的原因，你很难留住人才. Exit interviews are too late. 通过设计一种机制，当员工和你在一起时，真正倾听他们的声音, 你将处于更好的位置开始解决人员流失的原因. 

    Powerful insights can come from asking open-ended questions in online questionnaires 和 allowing employees to share their thoughts. Advanced qualitative methods like natural language processing should be used to develop rich descriptions of employee experiences.

  2. Money is great (和 not so great)

    钱很重要. It’s the basic extrinsic motivator 当 it comes to work. And there is no denying its criticality in talent attraction, 所以像好市多和美国银行这样的公司正在提高他们支付的最低工资. 

    But money’s powers are not superpowers. Almost every employer has the capacity to pay more. 问题在于，你必须让你的薪酬策略与劳动力市场相匹配, 不幸的是, paying more doesn’t mean you get more.

    确保你为合适的人才支付了合适的薪酬, you need to begin with a robust employee reward strategy 和 comprehensive market data.

  3. 管理员工压力，创建员工价值主张(EVP)，解决未满足的需求

    From fertility treatments to scholarships, 雇主们正在建立具有诱人福利的evp，以吸引和留住人才. 在构建evp时, 然而, it’s easy to feel the pressure to follow trends, 但趋势可能不适用于你的特定员工群体. 从了解员工的需求开始是至关重要的.

    Employees continue to face multiple unpredictable reverberations from the p和emic 和 other major world events, resulting in a range of new or aggravated sources of stress impacting their mental 和 physical health. Work should not be adding to that negative impact. 

    公司越了解员工的压力和关键的未满足需求, the better they can judge the programmes, rewards or experiences that would differentiate their EVPs or better communicate what current programmes exist to help alleviate those stressors. 

  4. Upskilling is a critical investment in talent retention

    Personal development 和 员工培训 are at the epicentre of the new work deal. 你可以通过在你的组织中建立一个引人注目的职业生涯来留住人才. 

    即使在疫情爆发之前，78%的员工表示他们已准备好学习新技能. Ensuring people sustainability through future employability is now a critical part of the employment contract. Organisations can empower individual employees to upskill by building strategic training opportunities within a robust 职业框架它为员工提供了一条清晰透明的道路.

为了保持和激发生产力，你必须利用外在和内在的激励因素. 

美世可以帮助你做到这两点，这样你就可以留住员工，并激励他们做到最好.

For related insights on how to attract 和 retain talent:

    贡献者(s)
    刘易斯Garrad
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