Work-life fluidity has gained momentum with job seekers and employed professionals alike. Today’s talent doesn’t look like yesterday. When shifts do occur, they usually coincide with a new generation entering the workforce. So the great reshuffle in some sense is all about finding new purpose, finding new priorities for employees and build a career of choice, and to actually connect to employers who fall into the same purpose. The pandemic has triggered a work-life balance rethink. Examples like PWC going remote, allowing 40,000 employees to stay remote, and choosing to pay employees based off where they live, and letting them go remote at any time. Nevertheless, lot of organizations are using a variety of strategies to respond to increased turnover, including offering new or additional remote work or flexibility options, employee referral bonuses, merit increases , and additional spot bonuses. Yet too many employers do the exact opposite: try to save money by burdening the existing employees with more work, which leads to increased job dissatisfaction. The departure of key employees is a critical time to invest in the remaining employee and address the underlying conditions, and in recruiting new staff. The Great Resignation has been triggered by insensitive employers assuming that we can now immediately return to ‘normal.’ CEOs are at their wits’ end when it comes to getting their employees back into the office The transition from a traditionally onsite to fully remote workforce resulted in a bumpy change in operations for many companies. Driven by factors like burnout, financial concerns, safety, job security and stability or a greater need for work-life balance, many employees have been taking their careers into their own hands by searching for greener grass in new roles in hyper-flexible, people-first workplaces. In the past few months, globally, it led to multiple employees independently reacting to the same change due to powerful psychological effect, getting influenced socially of seeing your peers leave. Then at one point – someone adjusts or replaces one of those pieces and that change inadvertently knocks over the other pieces – and it causes a chain reaction – the domino effect. An organization will spend months, if not years, setting up the pieces together in a pattern that yields growth. Can this lead to a Domino Effect?ĭominos are actually a learning lesson when it comes to business. This was preceded by decades of stagnation in worker wages and benefits in most of the nations. There was extreme hardship faced by both businesses and workers during the prolonged lockdown.

The pandemic has exacerbated the inequalities, not only in USA, but across the globe across sectors as many businesses were forced to shut down and growth targets were realigned. This has led to candidates jumping on the next most lucrative opportunity, creating a thread of resignations. In the Tech world, there has been immense acceleration of digital adoption and transformation, leading to a huge demand supply gap.

China is seeing with a younger generation of workers more disenchanted by their prospects and turned off by the relatively low wages in the manufacturing centres that powered China’s economic rise. In Asia’s diverse economies, other pains are being felt. In social democratic Western Europe, a stronger safety net has led to somewhat less disruption in the workforce. After a year filled with shutdowns, economic uncertainty and record-breaking unemployment levels, a massive change took place that no one could have anticipated: The last several months have seen a tidal wave of resignations, not only in the U.S. Post pandemic, we are in the middle of the so-called ‘The Great Resignation’ which has led to an unexpected shift in the workplace with the mass exodus of workers, that has left everyone scratching their heads.

The domino effect