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对工作感到厌烦?你的同事和老板可能也有这种感受。下次去上班的时候,看看身边的同事,他们可能正盯着门口,想去寻找新的工作机会。唯一的问题是,门只开了一个小缝。
今年5月,盖洛普(Gallup)基于对19,800多名成年人的反馈最新发布的一项调查显示,上班族自我报告的离职风险达到自2015年的新高。虽然51%的雇员正在关注或积极寻找新工作,但许多人发现在竞争异常激烈和困难重重的就业市场,他们通常要经历漫长的求职过程,这让他们的雄心壮志大打折扣。
这让上班族,尤其是年轻人,感觉自己正在应付一份毫无兴趣的工作。虽然管理者被吹捧成为弥合公司与雇员之间破裂的契约关系的解决方案之一,但他们与雇员面临同样程度的(甚至更严重的)情绪低落。
报告的作者之一、盖洛普职场管理实践研究总监本·维戈特对《财富》杂志表示:“尽管员工参与度下降和对雇主有更高的预期,但正在降温的经济和就业市场让沮丧的员工难以摆脱当前的状况。”越年轻的员工,越有可能寻找新工作机会,原因或许是对现状更不满,或者处于职业生涯早期的他们渴望获得更多影响力。
这意味着在几年前“大辞职潮”中趁热打铁跳槽的人们,可能感觉现在的工作死气沉沉,他们只是机械地完成工作,毫无热情。维戈特补充道:“虽然在之前的市场环境下,这些沮丧的雇员或许能一走了之,但当前招聘减少和通胀升高,大幅增加了与换工作有关的风险。”他将这个新时期称为“大逃离”。
从大辞职潮中清醒过来
员工对雇主的忠诚度为近十年来最低,这并不奇怪。新冠疫情、最近与人工智能相关的裁员,以及工资增长疲软的情况下企业利润飙升,都进一步证明到了关键时刻,员工是可以替代的。
新冠疫情和强劲的劳动力市场为人们提供了机会,让他们可以根据存在主义理论采取行动,离职寻找更看重他们的工作,或者至少是薪水更高的工作。现在,上班族仍然有类似程度的失望情绪,却因为受到限制而无法离开。这标志着“大辞职潮”后的一个新阶段,即“大脱离”,其特点是员工对工作普遍投入度不足,并且渴望离职,但受到市场的限制,他们似乎(根据行业的不同)不可能找到新工作。在当前的劳动力潮流中,“躺平”或者不为工作付出更多努力,是这种厌倦感和雇主与雇员之间联系减弱的自然副产品。
维戈特表示:“‘大辞职潮’以及某种程度上新冠疫情所创造的良好的就业市场,让员工对雇主产生了新的预期。在看到其他人的职业生涯大受裨益之后,雇员们对于一份好工作有了更高的期待。”他提到员工敬业度从2020年初的历史高点急剧下降。这一变化表明“员工对工作的满意度逐渐降低,对雇主的忠诚度不断下降”。
去年秋天,“躺平”一词引起热议,但事实证明,这种被描绘成员工懈怠的现象,实际上是源于老板的业绩不佳。事实上,只要公司善于沟通并致力于变革,就可以让低敬业度的员工重新融入公司。维戈特表示:“动员大会和空洞的承诺只会让他们更加沮丧。”他指出,员工敬业度下降的两个最大原因是,越来越多的员工感到自己与工作使命脱节,以及对工作的预期不清晰。
低薪是导致员工想要离职的另一个原因,这不足为奇。盖洛普对去年辞职的 717 人进行的另一项调查显示,额外的福利或补偿是阻止员工离职的首要潜在因素(占 30%)。即便如此,70%的员工表示阻止他们离职的因素包括公司对员工的日常管理方式,如与经理之间更积极的互动(21%)和创造职业发展机会(11%)等。
公司如何改变这种状况
所有这些离职趋势和沮丧情绪都是可以避免的。在去年离职的人中,有42%表示管理者或公司本可以采取一些措施来阻止他们辞职。
报告作者之一、盖洛普研究助理科里·塔特尔提到了不满意的雇员与老板之间缺乏沟通的情况,他对《财富》杂志表示:“管理者根本没有为员工着想。”近一半(45%)受访者表示,在离职前三个月内,他们没有与老板就对工作的满意度或未来发展进行过“建设性对话”。
塔特尔补充说:“敬业度和留任率的基础是与管理者建立真实的关系,包括定期进行有意义的双向交流。”有趣的是,研究人员告诉《财富》杂志,管理者们的“离职意愿”最高(55%,而领导者为 41%,个人贡献者为51%)。这些中层管理者要同时应对团队和自己的不满情绪,因此很可能也承受着压力。(财富中文网)
翻译:刘进龙
审校:汪皓
对工作感到厌烦?你的同事和老板可能也有这种感受。下次去上班的时候,看看身边的同事,他们可能正盯着门口,想去寻找新的工作机会。唯一的问题是,门只开了一个小缝。
今年5月,盖洛普(Gallup)基于对19,800多名成年人的反馈最新发布的一项调查显示,上班族自我报告的离职风险达到自2015年的新高。虽然51%的雇员正在关注或积极寻找新工作,但许多人发现在竞争异常激烈和困难重重的就业市场,他们通常要经历漫长的求职过程,这让他们的雄心壮志大打折扣。
这让上班族,尤其是年轻人,感觉自己正在应付一份毫无兴趣的工作。虽然管理者被吹捧成为弥合公司与雇员之间破裂的契约关系的解决方案之一,但他们与雇员面临同样程度的(甚至更严重的)情绪低落。
报告的作者之一、盖洛普职场管理实践研究总监本·维戈特对《财富》杂志表示:“尽管员工参与度下降和对雇主有更高的预期,但正在降温的经济和就业市场让沮丧的员工难以摆脱当前的状况。”越年轻的员工,越有可能寻找新工作机会,原因或许是对现状更不满,或者处于职业生涯早期的他们渴望获得更多影响力。
这意味着在几年前“大辞职潮”中趁热打铁跳槽的人们,可能感觉现在的工作死气沉沉,他们只是机械地完成工作,毫无热情。维戈特补充道:“虽然在之前的市场环境下,这些沮丧的雇员或许能一走了之,但当前招聘减少和通胀升高,大幅增加了与换工作有关的风险。”他将这个新时期称为“大逃离”。
从大辞职潮中清醒过来
员工对雇主的忠诚度为近十年来最低,这并不奇怪。新冠疫情、最近与人工智能相关的裁员,以及工资增长疲软的情况下企业利润飙升,都进一步证明到了关键时刻,员工是可以替代的。
新冠疫情和强劲的劳动力市场为人们提供了机会,让他们可以根据存在主义理论采取行动,离职寻找更看重他们的工作,或者至少是薪水更高的工作。现在,上班族仍然有类似程度的失望情绪,却因为受到限制而无法离开。这标志着“大辞职潮”后的一个新阶段,即“大脱离”,其特点是员工对工作普遍投入度不足,并且渴望离职,但受到市场的限制,他们似乎(根据行业的不同)不可能找到新工作。在当前的劳动力潮流中,“躺平”或者不为工作付出更多努力,是这种厌倦感和雇主与雇员之间联系减弱的自然副产品。
维戈特表示:“‘大辞职潮’以及某种程度上新冠疫情所创造的良好的就业市场,让员工对雇主产生了新的预期。在看到其他人的职业生涯大受裨益之后,雇员们对于一份好工作有了更高的期待。”他提到员工敬业度从2020年初的历史高点急剧下降。这一变化表明“员工对工作的满意度逐渐降低,对雇主的忠诚度不断下降”。
去年秋天,“躺平”一词引起热议,但事实证明,这种被描绘成员工懈怠的现象,实际上是源于老板的业绩不佳。事实上,只要公司善于沟通并致力于变革,就可以让低敬业度的员工重新融入公司。维戈特表示:“动员大会和空洞的承诺只会让他们更加沮丧。”他指出,员工敬业度下降的两个最大原因是,越来越多的员工感到自己与工作使命脱节,以及对工作的预期不清晰。
低薪是导致员工想要离职的另一个原因,这不足为奇。盖洛普对去年辞职的 717 人进行的另一项调查显示,额外的福利或补偿是阻止员工离职的首要潜在因素(占 30%)。即便如此,70%的员工表示阻止他们离职的因素包括公司对员工的日常管理方式,如与经理之间更积极的互动(21%)和创造职业发展机会(11%)等。
公司如何改变这种状况
所有这些离职趋势和沮丧情绪都是可以避免的。在去年离职的人中,有42%表示管理者或公司本可以采取一些措施来阻止他们辞职。
报告作者之一、盖洛普研究助理科里·塔特尔提到了不满意的雇员与老板之间缺乏沟通的情况,他对《财富》杂志表示:“管理者根本没有为员工着想。”近一半(45%)受访者表示,在离职前三个月内,他们没有与老板就对工作的满意度或未来发展进行过“建设性对话”。
塔特尔补充说:“敬业度和留任率的基础是与管理者建立真实的关系,包括定期进行有意义的双向交流。”有趣的是,研究人员告诉《财富》杂志,管理者们的“离职意愿”最高(55%,而领导者为 41%,个人贡献者为51%)。这些中层管理者要同时应对团队和自己的不满情绪,因此很可能也承受着压力。(财富中文网)
翻译:刘进龙
审校:汪皓
Bored? Chances are so are your co-workers and bosses. Next time you’re at work, take a look to your left and your right—likely your peers are looking to the door. The only problem is the door is only open by a crack.
Self-reported turnover risk hasn’t been this high since 2015, finds Gallup in a newly released survey based on responses from more than 19,800 adults this past May. While 51% of employees are watching or actively searching for a new job, many are finding their aspirations tamped down by an incredibly competitive and tricky job market that’s defined by a long and often trying application process.
It leaves workers, particularly younger ones, feeling like they’re trudging along in a job they’re not all that invested in. While managers are touted as one of the solutions to bridging the broken contract between companies and employees, they have just as much (if not more) of a case of the doldrums.
“Despite declines in engagement and higher expectations from employers, the cooling economic and job markets have trapped frustrated employees in their current situation,” Ben Wigert, co-author of the report and director of research for Gallup’s workplace management practice, told Fortune. And the younger the employee is, the more likely they are to be searching for a new opportunity, perhaps due to greater dissatisfaction or a desire for more leverage by nature of being earlier on in their career.
That all means that people who might have struck while the iron was hot just a couple years ago during the Great Resignation are left feeling stagnant, checking into their jobs while checked out. “While these frustrated employees may have left under previous market conditions, declines in hiring and increases in inflation substantially elevate the risk associated with changing jobs,” Wigert added. He called this new era the “Great Detachment.”
Reeling from the end of the Great Resignation
It’s no surprise that workers’ commitment to their employers is the lowest it’s been in almost a decade. COVID-19, recent AI-related layoffs, and soaring corporate profits amid sluggish wage growth have only further proven that when it comes to crunch time, employees are seen as replaceable.
The pandemic and a strong labor market gave people the chance to act on existentialism and leave for jobs that valued them more, or at least paid them better. Now the workforce is still feeling similar levels of disenchantment, but is too constrained to leave. So marks the new phase post the Great Resignation, the Great Detachment as marked by a pervasive disengagement with one’s job and desire to leave as constrained by a market that makes it seem (depending on the sector) virtually impossible to go elsewhere. “Quiet quitting,” or not going above and beyond for a job is a natural byproduct of this feeling of boredom and waning contact between employers and employees in this current workforce wave.
“The favorable job market created by the Great Resignation, and to an extent by the pandemic, reset what employees expect from their employer. After watching others’ careers benefit greatly, employees have much higher expectations for what a great job looks like,” said Wigert, speaking of a sharp drop in employee engagement from record highs in early 2020. The change indicates “employees have become progressively less satisfied with their job and less committed to their employers.”
The term quiet quitting came with a lot of forced hubbub this fall, but what was painted as employee slacking has proven to be much more about the bosses’ lackluster performance. In reality, disengaged workers can be brought back into the fold with a company that uses good communication and is committed to change. “Pep rallies and empty promises will only further frustrate them,” says Wigert. He notes that two of the biggest reasons for the dip in engagement was an increase in employees feeling disconnected from their work’s mission and reports of unclear expectations.
Unsurprisingly, low pay is another driver of workers’ desire to leave their jobs. Additional benefits or compensation was the top potential factor that could have kept employees from leaving (at 30%), according to a separate Gallup survey of 717 individuals who quit their jobs this past year. Even so, 70% of the other responses about what would have prevented employees from leaving fell under the umbrella of how they were managed on a daily basis, including more positive interactions with their manager (21%), and creating career advancement opportunities (11%).
What companies can do to turn it around
All this leaving and feeling of ennui is avoidable. Of those who left their jobs within this past year, 42% said their manager or company could have done something to stop them from quitting.
“Managers simply are not showing-up for their employees,” Corey Tatel, co-author of the report and research associate at Gallup, told Fortune, pointing to a lack of communication between dissatisfied employees and their bosses. Almost half (45%) of those surveyed said that they did not have a “constructive conversation” with their bosses about their satisfaction or future in their job up to three months before they left.
“ The foundation for engagement and retention is having an authentic relationship with your manager, which includes meaningful, two-way conversations on a regular basis,” Tatel adds. Funnily enough, it’s the managers who have the highest “looking to leave” sentiment (55% compared to 41% of leaders, and 51% of individual contributors), the researchers tell Fortune. These middle managers are likely also experiencing a crunch as they deal with their team’s disenchantment as well as their own.