The Great Resignation & How I Became a Part of it

Ever since the pandemic started last year, people have been quitting their jobs left and right. The looming threat on the health and viability of the general public has caused so many to realize that sometimes a job is just not worth it. Others already had a growing disdain for the co-workers, bosses, the job itself or the work environment in general. That was not the case for me.

I started a new role three months prior to Covid-19. I came in excited about the role and ready to tackle the job head on. Immediately, I realized I was being titled (and paid) as a Manager, but the duties aligned with those of a Director. I decided to give the job my all anyway, believing that once I proved my value, the company would automatically recognize that I am underpaid and fix the problem.

Fast forward over a hear and a half, after several acquisitions, building a global team, working virtually around the clock, and numerous conversations with my manager I found out that instead of fixing the issue, the company had opted to give me the highest possible increase based on performance (4%) instead of doing the right thing. I decided I could not and would not allow myself to be undervalued. I left the organization and five months later, the position (now properly titled and paid) remains open.

There are employees out there that love their jobs, manager and co-workers, respect the company they work for and just want to do a good job while also being treated fairly. Employers that miss this basic mark do a disservice to themselves, exiting employees and those left behind to fill the gaps. Here are five simple things an employer can do to retain good talent:

• Work/Life Balance – Be well aware of the staffing required to allow employees to perform the duties of the job while still participating in their own personal lives. Hire enough people and be clear about the expectations for each role.
• Listen to Your Workers – Everyone has a perspective and an opinion. Even if you disagree with an employee’s point of view, listen and attempt to find common ground. Being dismissive is off-putting and does not inspire loyalty. Sometimes no action is even necessary; just active listening and sincere empathy.
• Don’t Talk About it. Be About it – With the spotlight on discrimination, mistreatment and police brutality, we have seen many CEOs (some known to be problematic) exhibiting Performative Allyship. They talk a good game, but do not back it up with tangible action or continue to act contrary to their public persona behind the scenes. A true ally needs to do the work to listen, understand and act when necessary; not just when the cameras are on.
• Be Fair & Equitable – Whether employees are sounding the alarm or not, it is up to your business to audit regularly and make changes when necessary. Not only should your salaries and benefits be competitive in the market, they should be comparable across your organization. Review salary bands, employee performance and demographics regularly to ensure everyone is treated fairly.
• Pay for the Job – When the duties for a job are enhanced, so should the pay and title. When employees take time away from their regular jobs to do diversity, inclusion and equity work for your organization, compensate them for the contribution; this is an asset to your business. That is it and that is all.

Having experienced the workplace and the phenomenon of being overworked and undervalued more often than not, I can all but guarantee that ensuring these five tips are followed will make any impending “Great Resignation” from the workplace a small hurdle instead of a Global challenge for Human Resources and Talent Acquisition teams.

A true leader is one who knows the way, goes the way and shows the way.

John C. Maxwell