Within the workplace, one of this era’s prominent labels is undoubtedly “the great resignation“, which refers to the large number of employees who, in response to the pandemic’s life-changing impact, decided to voluntarily leave their jobs.
This trend, which originated in the U.S. after the first major wave of the pandemic, continues to boom. Last November, according to the U.S. Bureau of Labor Statistics, 4.5 million Americans decided to leave their jobs, reaching an all-time record. Spain has also experienced similar behaviors that align with the great resignation, although to a lesser extent, due to the high unemployment rates.
This means that young professional profiles with little economic stability are reluctant to accept just any job if it is incompatible with their lifestyle and life philosophy.
This not only affects young individuals but also senior talent, who have greater financial security and are rethinking their employment status: Am I compensated for the time I spend working? Does my job allow me to take care of my health? Am I still relevant to the organization? These are some of the questions that such profiles ask themselves and do not always have an answer. Consequently, they often decide to leave companies which they have dedicated many years of their life but no longer feel committed.
“Young professional profiles with little economic stability are reluctant to accept just any job if it is incompatible with their lifestyle and life philosophy.”
Companies are finding it increasingly difficult to attract the talent they need and retain key business profiles. Therefore, they are finding it necessary to reposition themselves as employers with other attributes and narratives in different environments… With “the great resignation” comes the time for a new “Employer Branding;” we could call it Employer Branding 5.0.
This concept refers to employer branding, which is made up of 5 keys:
Purpose. The areas dedicated to employees must be the driving force behind the company’s purpose in their field, sparking conversations and social impact initiatives that foster pride in their employees and are relevant to the society in which their future talent lives.
Authenticity. In times of uncertainty, reliability in speech is a fundamental requirement to be heard.
Segmentation. Companies must identify who their target audiences are and where they stand to reach them, keeping in mind that job fairs are already something of the past.
Empathy. It is not only about listening to people but also about trying to understand how they feel, what they hope for, and what they need in order to provide them with the best possible employee experience.
Co-creation. Marketing has always actively engaged with consumers when defining and redefining its products. Organizations must also incorporate people in the definition of their employee experience to make it truly satisfying.
Read the original article published in Dircomfidencial here.
