Talent Strategies for

THE NEW

NORMAL

HOW TO STRENGTHEN RECRUITING AND RETENTION DURING THE GREAT RESIGNATION

Nearly two years into the pandemic, the workforce is shifting

dramatically. Businesses are trying to recover economically

from the pandemic, but many face trouble getting fully staffed

up. Inflation is rising, and so are demands for higher wages.

Employees want to be able to work from home and expect

more flexibility from employers to help balance the demands

of work with family life.

While many employers struggle to fill skills gaps, a Great

Resignation is taking place across industries, with particular

pain in healthcare, tech, hospitality, food services, and retail.

Burned out employees are quitting in record numbers to

pursue new jobs and even new careers in different fields.

Asure created this guide to provide business leaders with

ideas and insights about what’s driving the Great Resignation

and how to respond. We’ll examine key areas to focus on so

your company can both attract great candidates and hold onto

existing talent: workforce flexibility, employee mental health,

employee experience and engagement, and technology.

Is your workforce positioned for success in spite of the Great Resignation?

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Contents3-4The Great ResignationEmployees eyeing the door

Key driving factors

Spot at-risk employees

Counteroffers

What do employees want?

5-6 Focus on FlexibilityWork/life balance

Workplace flexibility

Schedule flexibility

Revising policies

7-9 Support Employee Mental HealthStress, anxiety & depression

Burnout

Caregiver burdens

How to help

10 Fill the Skills GapMix of talent strategies

Internal promotion

11-12 Strengthen Employee ExperienceCulture

Employer brand

Purpose & intention

Empathy & trust

13-14 Improve TechnologyGoing to the cloud

Facilitating hybrid work

Supporting employees

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Employees Are Eyeing the Exit Door A recent survey by Monster found a stunning 95% of workers were considering changing jobs!3 Other surveys were a bit less alarming. Microsoft found 41% of global employees are actively considering quitting, but that number jumped to 54% among Gen-Z. PwC revealed 65% of employees were currently looking for new jobs4. Every measurement reveals a significant chunk of the workforce ready to jump ship.

From 2020 to 2021, the resignation rate for Gen X and Millennial employees (30 to 45 years old) increased by 20%5. And 76% of recruiters and hiring managers said “resignations are contagious—once a few employees resign, others typically follow6.” Employers cannot afford to be spectators of this turnover wave; rather, they must take action now to avoid losing key talent.

One unexpected result of the pandemic has been a surge in employee resignations. Multiple surveys reveal that more than half of the current U.S. workforce is looking for a new job.

Great ResignationThe

1 Harvard Business Review, “Who Is Driving the Great Resignation,” September 15, 2021.2 Inc., “The Great Resignation Is Here, and It’s Real,” Phillip Kane, August 26, 2021.3 HR Dive, “Monster: 95% of workers surveyed considered changing jobs,” Kathryn Moody, July 9, 2021.

If you’ve been reading the headlines, it is no secret that employee turnover is one of this year’s biggest workforce stories. According to the Bureau of Labor Statistics, a staggering four million U.S. employees quit their jobs in July, leaving 10.9 million jobs open in the same month1. And that wasn’t an anomaly—in the three months prior (April-June), another 11.5 million had quit2.

66% of employees surveyed said they believe desirable job opportunities are available right now. SOURCE: MONSTER

4 CNBC, “65% of workers are looking for a new job, and the numbers could get higher,” Jennifer Liu, August 19, 2021.5 Harvard Business Review6 Human Resource Executive, “Employers agree: The Great Resignation is a ‘real and present’ danger,” Tom Starner, September 22, 2021.

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Employees Are Eyeing the Exit Door

So, what’s driving these high levels of turnover? Partly to blame are pent up employee anxiety and mental burnout. Workers put their heads down and trudged through more than a year of pandemic. Many worked virtually, sometimes lacking the technology and managerial feedback they needed to achieve success.

Now workers want change. And although businesses are starved for help, employees don’t seem to want the wages and working situations on offer. In a recent survey, 85% of employers agreed “the pandemic has altered beliefs about what constitutes a good job7.” According to an employer survey by the Institute for Corporate Productivity, the key factors driving talent loss are8:

1. Burnout (67%)

2. Lack of advancement opportunities (48%)

3. Inadequate compensation (46%)

4. Requirement to return to the workplace after working remotely (34%)

5. Not offering flexible options for work location and hours (28%)

How to Spot At-Risk Employees

Here are a few signs that an employee is being recruited or has decided to hunt for a new job:

• Increased activity on LinkedIn including updating skills and job experience.

• New attendance-related issues or an employee recently maxxed out their paid time off.

• Decreased engagement at work.

• Recently missed an expected raise or promotion.

If you spot any of these signs, it’s important to start a dialogue with that employee to check in and find out how things are going. Ask for feedback on how you’re doing as a manager. Ask them if they are facing any challenges; do they have what they need to get the job done? Are they feeling challenged and fulfilled at work?

Should You Present a Counteroffer?

Sometimes when you’re losing a key employee, a counteroffer may make sense, especially if insufficient compensation is motivating the departure. However, employee resignations are rarely this simple. A successful counteroffer must make sense for both employer and employee. For example, if someone is leaving for an opportunity that does not exist at the current organization, then a counteroffer is a waste of time. Sometimes counteroffers can backfire. According to several surveys, trust between the employee and employer often erodes and the employee will eventually leave anyway.

As of July 2021, only 83 unemployed workers existed for every 100 job openings. 7 Human Resource Executive, Tom Starner

8 Human Resource Executive, “2 keys to stopping the ‘Great Resigna-tion’? Flexibility and trust,” Carol Patton, July 20, 20219 Human Resource Executive, “Fearing the Great Resignation? Focus on your people,” Nick Otto, September 21, 2021.

What Do Employees Want Now?

What motivates employees to accept a new job? The list corresponds tightly to the factors that drove them to leave their prior employers. Workers responding to the Bankrate Job Seeker Survey revealed their top five priorities are9:

1. Flexibility (56%)

2. Higher pay (53%)

3. Job security (47%)

4. More time off (35%)

5. Better work culture (24%)

Now that we know what’s driving resignations and what employees want in a new employer, it’s clear that businesses need to refocus on several key areas to improve recruiting and retention. Let’s dig deeper into how employers increase job satisfaction and workforce wellbeing with increased efforts around flexibility, mental health, and employee experience.

SOURCE: BUREAU OF LABOR STATISTICS

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weekends, and 45% of workers said they were regularly working more hours11. Workers under the age of 40 are burning more midnight oil than older peers. According to a global survey by EY, nearly 90% of employees believe flexibility concerning when and where they work is important12. Two ways employers can introduce flexibility are timing and place of work.

Workplace Flexibility Before the pandemic, only about 5% of U.S. employees worked from home13. As of January 2021, 56% of workers continued to work remotely at least some of the time. Among those working from home, future preferences for workplace were split, with 44% expressing a preference to remain remote, while 39% hoped to return to the office14. In pursuit of a good balance between flexibility and maintaining company culture, a growing number of employers intend to pursue a hybrid model where employees spend some days in the office and others working at home.

Focus on Flexibility to Attract and Retain Talent

Facilitate Work/Life Balance As the rate of workforce burnout rises, employers should take steps to help support employees in achieving healthy work/life balance. Workers suffering from burnout often resign, and those who stay often suffer in terms of performance and creativity. According to SHRM, two recent studies support the idea that remote employees have been working nights and weekends. The National Bureau of Economic Research analyzed 21,000 companies and found the average workday became nearly an hour longer during the lockdowns of 202010. Further, a survey of 2,800 employees by staffing company Robert Half found 70% professionals working remotely during the pandemic were working

In survey after survey, today’s workforce is looking for employers who offer more flexibility about when, where and how work gets done.

83% of employees believe a hybrid work model is best.SOURCE: ACCENTURE

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Nearly two years into the pandemic remote work experiment, organizations have learned much about how a remote (or hybrid) workforce impacts business objectives. The news seems good. Gallup carefully tracks employee engagement measures over time.

In 2020, they revealed “remote worker engagement can exceed that of in-office workers when managers communicate with them frequently and effectively15.” Moreover, a two-year study of more than 800,000 employees at Fortune 500 companies found most had maintained or even increased productivity levels working from home16. Scheduling Flexibility Beyond the ability to work from home at least part of the time, employees are also expressing a desire for more control over their work schedules. This is especially important for caregivers, including working parents and employees who take care of aging parents.

Flexible scheduling requires employers to shift away from trying to control the minute-to-minute of employee work and toward trusting them to accomplish results and to put in the time necessary to do their jobs well. Flexible scheduling enables employees to include things in their lives that provide better balance and more joy, such as attending school functions, volunteering, and making time for family priorities. These activities strengthen family and community bonds, which can enhance employee wellbeing.

When asked what’s most important in employment, 56% of workers ranked flexibility as their top need—more chose flexibility than higher pay or job security. SOURCE: OWL LABS

Flexible scheduling can work in a variety of ways, depending on what’s best for the business and employees. A growing number of businesses are piloting a 4-day work week and finding productivity increases and stress levels decrease.

Some companies allow employees to set their own schedules, as long as they are available for meetings at pre-set times. Another option simply asks employees to work as many hours as needed to accomplish business objectives. The idea is to complete good work and then enjoy life. The tricky part is not overloading employees who can work quickly with more tasks.

Revising Policies for Flexibility In the hybrid workplace, many employers are reexamining their treatment of workers when it comes to benefits and other issues. For example:

• Should remote employees receive the same amount of paid sick leave?

• Do on-premise employees get the same scheduling flexibility as remote employees?

• How will compensation be adjusted for workers living in areas with a high cost of living compared to more economical areas?

• What types of monitoring technology will be used to track employee productivity?

As employers build out hybrid workforce policies, gather and consider advice to maintain and grow trust and ensure equitable treatment of employees.

15 Gallup, “7 Things We Learned about U.S. and Canadian Employees in 2020,” Jim Harter, June 15, 2021. 16 Great Place to Work.Harter, February 26, 2021.

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As a result of the pandemic and other factors, more employees are struggling with mental health issues, including anxiety, depression, PTSD and burnout.

Employee stress, depression, and anxiety can lead to increased burnout and resignations. That’s why helping employees improve their mental health and manage stress should be an important part of your company’s retention strategy.

Stress, Anxiety & Depression The pandemic added a lot of stress and anxiety to workers’ lives—on top of the normal day-to-day chaos of life:

• Psychiatrists observed pandemic-related anxiety grew so intense for some individuals as to cause Post Traumatic Stress Disorder (PTSD), especially among healthcare workers dealing with COVID-1917.

• Data from the Centers for Disease Control and Prevention (CDC) shows the number of adults reporting symptoms of anxiety and depression increased from 11% during a six-month period in 2019 to nearly 42% at the beginning of 202118.

• Workers under the age of 40 reported higher daily stress than their older counterparts19.

Where possible, employers need to help employees reduce stress and learn to manage anxiety. And of course, it is important to provide mental health benefits such as coverage for counseling and prescription drugs. Over time, stress and feelings of anxiety or sadness can lead to a prolonged, deep state of employee burnout.

Workers in the U.S. and Canada reported the highest rate of daily stress in the world in 2020. SOURCE: GALLUP

Support Employee Mental Health

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Burnout Current estimates of burnout among U.S. employees range from 76% to 89%20. Think of burnout as epidemic inside a pandemic. It may cost your company in terms of decreased productivity. And if it is not properly addressed, it will also cost you talented employees.

According to the World Health Organization, employees with burnout can seem depleted or exhausted, express negative feelings or cynicism, seem mentally distant from work, and demonstrate reduced professional efficacy. Burnout takes a measurable toll on employee wellbeing and retention, as shown by these statistics 21:

• 63% more likely to call in sick

• 23% more likely to visit the ER

• 2.6x more likely to be actively seeking a different job

What causes burnout? The Visier survey found the top four factors were: Being asked to take on more work (52%), toxic work culture (33%), being asked to complete work faster (30%), and being micromanaged (24%).

Burnout is a common cause of resignations, and employers are not doing enough. In fact, 70% of employees would leave their current employer for another organization offering resources to reduce their burnout22. In and of itself, time off doesn’t fix the burnout problem. That’s because 52% of employees are either required to work while on time off or feel pressured to do so. Further, 49% of employees say the prep work and catch-up work required to take time off negates the benefit23.

Employers must take a multi-faceted approach to burnout. Find out what employees need in terms of flexibility, time off, and help with prioritization of demands or reduction of workload.

20 Surveys by Spring Health and Visier21 Gallup, “Preventing and Dealing with Employee Burnout,” accessed September 23, 2021.22 Clarity, “When Vacations Aren’t Enough: New Visier Survey Finds 70% of Burnt Out Employees Would Leave Current Job,” Summer 2021.23 Clarity

89% of U.S. employees

experienced burnout

in the last yearSOURCE: VISIER

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A S U R E 9

Caregivers Need Help Throughout the pandemic, caregivers have taken on more responsibilities and need additional support from employers. Working parents had to juggle remote work while children attended school from home. Today, most schools are open again. Even so, a single case of COVID-19 in a child’s classroom can send kids home unexpectedly for several days. Many employees have also been helping aging parents through the isolation of the pandemic. Caregivers may be extra nervous about possible workplace exposures if they have co-morbidities or live with at-risk family members.In short, caregivers are probably more at risk of burnout than other employees. And in terms of equity, it’s important to realize

that women shoulder a much greater part of the caregiving burden—especially single moms. When crafting policies around mental health benefits, employee leave and scheduling flexibility, keep caregivers in mind. They may appreciate additional empathy, but they also need concrete support from employers. Consider caregivers’ needs carefully when planning your hybrid workforce and in terms of scheduling flexibility. Remember that employees who are also caregivers will need to be able to arrange in-home care on the days they’re required to come to the office. If the employer creates a sporadic or ever-changing schedule, it will be hard to impossible for caregivers to make other arrangements and may cause them to resign.

How to Support the Workforce It’s not enough to pay lip service to employee mental health. First and foremost, it’s critical for employers to replace any negative perceptions and stigma surrounding mental health with healthier attitudes and policies. Additionally, businesses should conduct training for managers to help them spot burnout. Educate employees about it, too—and make sure they understand how to use mental health benefits such as counseling. Working remotely, many employees have become burned out because they work too many hours and are always connected to work online. To help prevent burnout, consider adjusting policies to reduce some common stressors.

Here are several ideas:

• Help overscheduled employees reduce time management stress by creating “no meeting Mondays.”

• Implement mandatory collective time off—having one or several company-wide days off—is a good approach to combatting burnout. When individuals take PTO, they often still feel compelled to check in at work. Tech companies LinkedIn, Bumble and Hootsuite recently closed for one week to give employees a chance to recover.

• Require employees to take some PTO each year. During the pandemic, many workers stopped taking time off because they couldn’t travel. It’s important to get away from work, even if they can’t get away from home.

• Institute a policy that prohibits managers from texting, calling or emailing employees in the evenings and on weekends. Encourage employees to unplug, relax and prioritize family during those times, as well as when they are on PTO.

• Help employees learn mindfulness, meditation or yoga.

62% percent of women

employees experience a lot

of daily stress, compared

with 52% of men.

SOURCE: GALLUP

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Use Multiple Strategies to Fill the Skills Gap

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Talent management means getting creative in a such a tight labor market. Finding and retaining the right workforce takes skills and discipline right now. Employers will have to use every tool in their talent management arsenal—and probably employ a few new techniques as well.

Promote from Within for Retention Many employees resign because they are seeking career development and opportunities for advancement. Upskilling and internal promotions improve retention and provide the employer with an eager employer who is already familiar with company culture and policies.

Since many employees have reported considering a complete career change during the pandemic, be sure to build development paths with lateral branches as well as upward mobility. Could you save a valuable employee by moving them to an entirely different role/department/corporate entity?

Use a Mix of Talent Strategies In the past, you may have relied mostly on hiring permanent employees to fill any gaps in the organization. But there are a lot of ways to fill skills gaps and with fierce competition for talent in the marketplace, employers should pursue multiple talent strategies. According to Gartner, here are nine strategies you could use to solve your skills gaps24:

1. Recruit and hire permanent employees, whether full-time or part-time

2. Outsource with external companies to complete work on a contractual basis

3. Hire contingent talent to acquire skills for defined period or gig

4. Upskill existing employees to enhance skills for higher responsibilities or build adjacent skills for wider responsibilities

5. Reskill to help an existing employee pivot from an unneeded role to a new role

6. Rent employees through either a temporary staffing agency or a PEO

7. Rotate employees with needed skills to new roles or teams on a short-term basis

8. Automate/Augment your workforce to fulfill some needs while freeing up employees for more complex tasks

9. Acquire skilled employees through corporate acquisition of another entity

24 Gartner, “How to Mix Your Talent Strategies to Bridge Skills Gaps,” July 29, 2021

The “Gig Economy” has grown by 33% in the last year—more than 8x faster than the overall economy.

SOURCE: TECHAERIS

Strengthen Employee Experience to Drive Engagement

Employee Engagement DefinedHere are several expert definitions

of employee engagement:

1. Gallup: “employees who

are involved in, enthusiastic

about and committed to

their work and workplace."

2. Willis Towers Watson:

"employees' willingness

and ability to contribute

to company success."

Aon Hewitt: "the level

of an employee's

psychological investment

in their organization."

Engaged employees have been

shown to contribute more to

their employers’ success and

to be more easily retained. To

foster an environment that builds

engagement, employers need to

focus on culture, brand, purpose/

mission, and core values such

as empathy, trust and altruism.

Culture Matters More NowEven if you establish an all-remote

business model or a hybrid

workplace, maintaining a strong

sense of company culture must

remain at the center of your

efforts. A toxic corporate culture

causes employee burnout and

increases turnover. It will lead

employees to write bad reviews

on employer rating websites and

advise friends and colleagues

against joining your organization.

Hire for culture, assessing each

candidate’s cultural fit in addition

to skills and experience. Support

and reinforce your organization’s

culture by modeling great

leadership, seeking employee

feedback, rewarding performance,

protecting employee safety,

and fostering wellbeing.

Strengthen Your Employer BrandEstablished research reveals

that consumers prefer buying

products and services from

brands they believe are in

alignment with their values. For

example, 70% of consumers want

to know what the brands they

support are doing to address

social and environmental issues25.

But did you know that your

employer brand is also important

for recruiting and retention? A

recent Gartner survey found

68% of employees would

consider leaving their employer

for another organization taking

a stronger stance on current

societal and cultural issues26.

Only about 1 in 3 U.S. employees are engaged at work, but best practice companies consistently achieve 70% or higher engagement levelsSOURCE: GALLUP

The Importance of PurposeBoth individuals and

organizations benefit from

a sense of purpose and

meaning—a reason to do

what we do. In a recent

McKinsey survey, about two-

thirds of employees said

COVID-19 caused them to

reflect on their purpose in life.

Millennials were three times

more likely than others to be

reevaluating purpose27.

Companies with a well-

articulated and understood

purpose enjoy better growth,

according to Harvard Business

Review. “Specifically, 52% of

purpose-driven companies

experienced over 10% growth

compared with 42% of non-

purpose-driven companies.

Purpose-driven companies

benefitted from greater global

expansion (66% compared with

48%), more product launches

(56% compared with 33%) and

success in major transformation

efforts (52% compared with

16%).28” Those metrics make

powerful arguments for

corporate purpose.

Clarify and communicate your

organization’s purpose both

internally and to the world. Tell

candidates about it during

recruiting. Share how business

choices align with purpose

during all-hands meetings.

Demonstrate an ongoing

organizational commitment

to your shared purpose.

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25 BusinessWire, Consumers Expect the Brands they Support to be Socially Responsible,” October 2, 2019.26 Gartner, “Gartner HR Research Finds 68% of Employees Would Consider Leaving Their Employer for an Organization That Takes a Stronger Stance on Societal and Cultural Issues,” March 3, 2021.27 McKinsey, “Help your employees find purpose—or watch them leave,” April 5, 2021.27 Forbes, “The Power of Purpose and Why It Matters Now,” Tracy Bower, August 22, 2021.

Show Empathy and Build TrustWhile establishing trust isn’t easy, wise employers nurture it. Studies show that employees in high-trust organizations thrive. Trusted organizations benefit from employees who have:

• 106% more energy

• 50% higher productivity

• 40% less burnout

Fortunately, companies have been working to strengthen trust, with success. According to a PwC survey, “almost equal proportions of executives and employees agree that there is a high level of trust between leaders and employees—77% and 72% agree (34% and 35% strongly)29.”

Nevertheless, another survey indicates more than 1 in 4 employees do not trust their employers. 30Further, a stunning 84% are concerned about losing their jobs—even in the midst of the “Great Resignation.” Clearly, there’s more work to do in trust.

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77% of job applicants said a bad recruitment experience would affect their perception of the company. SOURCE: CRONOFY

In 2020, just under half (47%) of employees strongly agreed that their employer cares about their wellbeing.SOURCE: GALLUP

29 PwC US Pulse Survey, “Next in Work.”30 2021 Edelman Trust Barometer

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Improve Technology to Support Engagement and ExperienceTalent management strategies in the new normal should include consideration of the technology needed to support increased flexibility, remote/hybrid work, and employee experience.

Going to the Cloud

Nearly two years into the COVID-19 pandemic, this much

is certain—the business world will not return to an on-

premise model of computing in the future. Whether a

business will support a hybrid workforce in the future or

not, cloud solutions enable companies to focus their IT

limited resources. Instead of spending time updating and

maintaining disparate on-premise solutions and server

hardware, IT can focus on finding the right cloud solutions

to support customers and employees, using open API

integration to unlock the power of business data, and

strengthening the organization’s cybersecurity posture.

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63% of high-growth companies have already enabled “productivity anywhere workforce models.”SOURCE: ACCENTURE

85% of employees who say they can be productive everywhere also plan to stay with their current employer for a long time.SOURCE: ACCENTURE

Technology to Support the Workforce

In this era of hyper competition over talent,

managers and HR teams need to stay

laser focused on building engagement

and evolving your talent strategy. This

is no time to spend your days bogged

down in routine HR administration and

compliance work. HR automation has

never been more important, and many

companies need to update their solutions

to better support the hybrid workforce.

Cloud-based Human Capital

Management (HCM) automates HR

administration processes, improving

accuracy and completeness of

recordkeeping for compliance with

local, state and federal labor laws. HCM

provides a centralized, single source

of truth about your employees.

Asure HR automates HR administration and

talent management from first candidate

contact through an employee’s last day with

the company. It encompasses functionality

for recruiting, applicant tracking, electronic

onboarding, benefits administration,

employee development, online self-service

engagement, performance tracking,

and offboarding, as well as compliance

record-keeping and reporting.

Cloud-based Time & Attendance enables

both onsite and remote employees to

clock in and out from any work location,

establishing trust between employers

and employees. Perfect for the hybrid

workforce, these solutions eliminate

common types of time theft and provide

visibility into employee hours that

improves transparency for workers.

Asure Time & Attendance streamlines

processes for managing time

collection, accruals, and employee

schedules while staying compliant

with FLSA and overtime laws.

Cloud-based Payroll services

automate one of the most compliance-

heavy, time-intensive tasks in a

small or mid-sized business.

Asure Payroll & Tax provides an intuitive,

wizard-driven payroll engine that

automates the processes for collecting

payroll data, calculating overtime, filing

payroll taxes, , generating W2s, managing

deductions and garnishments, and

reviewing over 600 built-in business

and compliance reports. It also provides

employee self-service via an employee

portal and mobile app, so employees

can access essential payroll details,

such as pay stubs, benefits elections,

tax filing status, tax forms, and more.

Technology to Facilitate Hybrid Work

As we’ve shown, most employees really

appreciate the ability to work at least part

of the time from home offices. In order to

provide that type of flexibility, businesses

need to ensure they’ve invested in the

right technology to allow employees

to be just as productive at home as

at the office. To that end, companies

need to adopt cloud solutions for:

• Team collaboration and

messaging, such as Microsoft

Teams or Google Workspace

• Web meetings and conferencing,

for example Teams or Zoom

• Online document

management and sharing

• Work coordination and

project management

• Reservation system so employees can

book a workspace/desk for onsite days

Security software to safely enable

online access to business solutions,

including VPNs or other tools

Get it now

For more insights about how to build the right digital HR tech stack for your business, download Asure’s Buyer’s Guide for Payroll & HR Software

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