The “Great Resignation” has leaders determined to slow down these defections by throwing money or perks. However, this approach is wrong, and instead, leaders can follow these practices shared by HR executives.
Build a culture of solidarity
The top reasons employees cited for leaving were that they didn’t feel their work was valued by the organization or that they lacked a sense of belonging at work.
- To build a culture of solidarity, leaders must:
- Genuinely make personal aspiration a routine part of manager conversations.
- Spotlight lived purpose in action – This provides reinforcement and reminds others to also be intentional.
- Create efforts to help remote workers feel connected.
Let employees co-create your workplace experience
Encourage gestures of kindness and support. E.g. acknowledging birthdays.
- Model vulnerability to make it safe for others to do so as well.
Coach managers on how to genuinely care for others
Encourage gestures of kindness and support. E.g. acknowledging birthdays.
- Model vulnerability to make it safe for others to do so as well.
