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Preventing turnover post-pandemic

Synopsis

Some experts are predicting a “turnover tsunami” in the latter half of 2021, as employees unwilling to return to the pre-pandemic status quo with their employers opt to find different work. What can you consider to avoid this in your company?


Key takeaways

  • A significant number of employees are unwilling to return to the status quo that was established pre-pandemic. That’s a major reason why experts predict a “turnover tsunami” coming in the latter half of 2021.
  • Workplace survey data from the past year illuminates some commonalities between worker desires across industries, including flexible work options, protection from burnout and competitive compensation.
  • Employers will need to look inward toward their unique employee populations and determine what’s important to them, perhaps through employee surveys.

Turnover is a common occurrence throughout any given year. However, during the COVID-19 pandemic, turnover rates fell dramatically.

Now, a significant number of employees are unwilling to return to the status quo that was established pre-pandemic. That’s a major reason why experts predict a “turnover tsunami” coming in the latter half of 2021.

What employees want post-pandemic

Generally, workplace survey data from the past year illuminates some commonalities between worker desires across industries. The following are some of the most coveted changes workers are looking for post-pandemic:

  • Flexible work options
  • Protection from burnout
  • Competitive compensation

Considerations for employers

To stay ahead of these trends, employers will need to look inward toward their unique employee populations and determine what’s important to them. This inquiry may include surveying employees to learn about what they are looking for.

To help meet the demands of a workforce, employers can consider implementing changes, such as:

  • Providing remote or hybrid working arrangements
  • Providing flexible scheduling options
  • Adopting or expanding employee assistance programs to help with mental health and burnout
  • Increasing compensation or bonuses
  • Having managers meet more frequently with employees to discuss challenges and concerns openly

Each organization is unique, and its employees may have varying opinions about what they value.

Provided by Texas Mutual Insurance Company, published by Zywave. For more information about the Texas Apartment Association’s Safety Group, email communications@taa.org.

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