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A ‘career curiosity’ mental shift employers face in Great Resignation


Some chief human resource officers and managers believe that the key to beating industry competitors is investing in upskilling or reskilling employees as the Covid-19 epidemic continues to impact hiring and recruitment efforts.

Heidi Brooks, professor at Yale School of Management said during CNBC’s Workforce Executive CouncilSummit, November. Companies need to make learning an objective for talent retention and recruitment. 

The orientation was a lot companies believing, “You can work here.” Now, the focus is shifting to ‘We can have employees.’ Brooks explained to CNBC that it’s quite a paradigm shift for managers and leaders. Particularly in the elite organizations that many people want to work for. It’s a little bit of a shock to them to have to switch their perspective and be in recruiting-and-retention mode as an ongoing basic perspective.”

Although upskilling — teaching employees additional skills, such as technical capabilities as well as interpersonal, organizational and self-management skills — is not a new concept for companies, investing in employees has gained increased attention as more companies use education to win talent.

The Great Resignation is raising concerns about people changing jobs or feeling autonomous in their work. Brooks asked Brooks how leaders and organisations can manage that pressure. Brooks said that one way to address this is through education opportunities and upskilling.

Education can be an investment that can bring in new talent as well as help to retain those who may have been on the brink of losing their jobs. exacerbated by the pandemic.

Henry Albrecht is chief executive officer of Limeade. The company offers corporate solutions to improve workplaces and employee well-being.

Albrecht stated that employees desire to be heard and their wellbeing recognized. It shows employees that you value them when companies invest in education, upskilling and learning.

Albrecht said that when people feel like their employer cares, they are seven times more likely stay for longer periods of time, four times less likely burnout and to feel they cannot participate. 2019 Limeade Institute reportThis study examined employee experiences.

The competitive edge of education is the ability to learn.

Companies and HR heads are often concerned that upskilling will lead to employee retention.

Vantage Custom Solutions’ Marcus Bryant is the principal of Vantage Custom Solutions. He said that this should not deter companies from investing in employees and can even make them more appealing to potential employers.

“[Employees]They will go out to find great talents and skills within the industry. We have a long-term outlook, but we also see things from a short-term standpoint. Bryant stated, “Imagine if they don’t get trained and they remain at our company.” They are underperforming, or they don’t perform to their full potential. They can be sure to perform well elsewhere, so we don’t have to worry.

According to the September 2020 median length of time that employees were employed as wage or salary workers was 4.1 years. the Bureau of Labor Statistics. Employers no longer have to keep employees in the same company for many decades. However, they can retain a competitive edge in recruiting if they make investments in education.

Bryant said competitive advantage is even more essential than ever with the differences between generations in workers’ perceptions of their work and how they value it.

Bryant stated that millennials are gaining entry to mid-level and upper-middle-management positions, as well as executive-level roles. At this stage, there is a expectation among that demographic and age that they want more from their employer. What is the job’s purpose? It is important to me that my presence every day makes a difference.

Bryant stated that employees will leave if companies fail to invest in these priorities.

Incorporate learning in your workplace culture

Although education and learning cannot solve all problems on the labor market currently, they can be used to attract new talent. the cycle of being understaffed leading to greater labor shortages.

Bryant explained, “It’s vital to have the ability to grow your workforce in such a manner that even if the company’s strategic direction has to change, it is not at the expense of skills.” Bryant said, “We need to have knowledgeable people that are always ready for action.” It is important to foster a growth mindset in your culture.

Other CHROs reported that education has been an investment in the well-being and growth of employees at all levels of the organization.

No matter what their situation, we place emphasis on training and developing all our associates. No matter their current situation, we want all our associates to grow. [at H&R Block] or expand in their current role,” said Tiffany Monroe, chief people and culture officer at H&R Block.

Brooks explained that even though a culture change won’t occur overnight, leaders and managers can start to make positive changes in their workplace by communicating with their staff and one another.

Brooks expressed doubt that many managers and leaders are prepared to have the “career curiosity” conversations necessary for managing and leading people who may not be staying. Brooks stated, “It is less about where people live and more about what they do. That’s a major shift in the way we think about managing.”

Albrecht stated that companies must invest in their employees not only as workers, but as individuals.

Albrecht stated that companies are aware of the fact that they won’t be winning the hearts and minds of their employees, particularly with the Great Resignation, Great Decentralization of Work and what’s happening with it, and they will waste their money.