What is one impediment you face to hiring and retaining talent in the time of the Great Resignation?

Not being able to offer all of the modern conveniences people have come to expect from larger companies with robust infrastructure. For a company our size we often need to wear multiple hats, juggle responsibilities, and communicate thoroughly. Remote environments thrive when employees know what they need to do and can execute independently. The more compartmentalized the role, the less friction there is in fulfilling its responsibilities. The larger the company, the easier it is to compartmentalize the role.

When it comes to hiring during the Great Resignation, it can be difficult to find candidates who possess the right attitude for a particular role. Skills can be taught, but a positive attitude is innate. My goal is to find candidates that are motivated to deliver results rather than being overly skilled in one specific area. Even though it can be daunting, I look for individuals who can examine my business and identify how we can grow to the next level. The challenge today is finding those individuals with an applicant pool that is larger than ever.

Undoubtedly, the great resignation has created a shift in employees’ attitudes toward the work environment. Some issues of concern are such as; the demand for fewer working hours, more flexibility at work a four-day work week and a widespread feeling of burnout. The employees want a distinctive shift in the way organizations are led and managed, from command and control to a more distributed model where the personal agency is the prevailing culture among employees. This change in attitude caused the biggest problems when it came to hiring or retaining talent in my workplace.

One major impediment we face to hiring and retaining talent in the time of the Great Resignation is that engineers and coders are not motivated by money alone, they value their health and the quality of their life in addition to the financial compensation. Software engineers are a special bunch, who want to make a change by creating software that is innovative and unique. In this era of automation and digital, these young bright minds are lost in all these fancy-sounding technologies, who do not want to program an excel sheet nor spend hours in meetings. All these constant meetings are making them suffer from stress and health issues. Programmers want a peaceful life, with lots of family time and friends. These days, our body and mind is the most important asset, so we need to be careful with it rather than living with obsessed deadlines.

There is no doubt that the Great Resignation has had a massively negative impact on businesses and the workforce. The lack of trust and communication between employees and employers has created an atmosphere of uncertainty and indecision. This has led employees to no longer worry about loyalty and put their best interests first. This alone has made it very challenging to retain staff.

The potential to advance vertically within the organizational structure is a clear motivator. The increased status and compensation that comes with it are frequently utilized as the carrot versus the termination stick. However, specialists in human resources (HR) assert that employees also perform and feel better in settings where they are constantly expanding their knowledge and skill sets. According to LinkedIn survey respondents, when it comes to workplace motivation, the chance to learn and grow at work is only surpassed by the nature of the work itself. Additionally, it ranks much beyond the conventional job incentives of a promotion or pay increase. It is obvious that mentally challenging surroundings are a fantastic method to keep workers engaged and committed to their jobs.

One impediment we faced when hiring and retaining talent in the time of the Great Resignation is the higher competition to retain talent. Because of the increasing tendency of people to look for better work opportunities, businesses need to be more creative in their benefits and perks in order to attract and keep good employees. Many people are now looking for jobs that offer more than just a paycheck. While we already have a great work-life balance, we recently added a few extra benefits to our package in order to make us more appealing to prospective employees. These include things like unlimited vacation days, free gym memberships, and weekly catered lunches. We've also been making an effort to create a more positive and collaborative work environment, as we know that this is something that employees value highly. So far, these efforts have been successful in helping us to attract and retain top talent, despite the challenges of the current job market.

In order to hire desired candidates and retain talent, more robust benefits packages need to be offered. These may include things like mental health options, four day work weeks, working remotely, stipends to outfit their home office and subscriptions to wellness apps. So much salary and benefits information is now being shared and compared on social media. Candidates and current employees want to negotiate more and will easily walk away as they have so many more options in light of the Great Resignation. Strong and sometimes unconventional benefits packages can make or break a deal when hiring and retaining talent.

An effective internal communication plan is critical in today's world of quick social access. The modern workforce requires constant and immediate updates on the health of the company and the news, unlike previous generations where teams remained in information bubbles. The best method to promote openness and establish trust is to provide a platform for robust internal communications where employees have immediate access to information and the ability to voice their views and opinions.

The occurrence of the Great Resignation brings with it a race by employers to incentivize their employees to stay with them. This scenario has brought about perk inflation which sees companies continually increase the benefits they offer candidates. For small businesses like mine, this becomes hard to compete against and means that we end up losing our best talent to other industry giants.

As a smaller business (with fewer than 100 employees), my firm does not make the same revenue as large-scale corporations. Due to being a smaller business, I do not have access to the resources that larger entities have. Offering competitive benefits and wages is more difficult, making it harder to find and retain talented workers.

The major challenge I encountered when hiring during the great recession was that candidates were more focused on their growth than on adding value to the company. It was challenging to convince them that the position has future growth. They were looking for a quick way to advance and were asking for step-by-step procedures. Still, there was no way to guarantee a career path until after they worked hard and established themselves after hiring because it is not an overnight process. Analyzing their concern, I feel they believe in Resignation trends and fear that not leaving the job will setback their career. However, I think this is a complete misconception.

The Great Resignation ended up creating a healthy employee market with a wealth of opportunities, but the problem is that nearly all active job candidates in the market are in the process of pursuing multiple opportunities and are now fielding multiple offers at once. This has created a huge amount of urgency in the recruiting process, with an increasing number of potential hires even ghosting hiring managers in the middle of the interview process, as they continue to be faced with tempting offers from rival companies and competitors.

An improved job for employment from another organization, with a blend of huge pay raises and an alluring advantages package, is an outer trigger for some workers. Today, how does worker dedication genuinely matter? Another drawing factor is migrating universally, particularly with trustworthy and laid out associations that give a more prominent balance between fun and serious work activities. Association culture regarding trust, frameworks, cycles, techniques, and, in particular, how representatives are dealt with and esteemed can be a significant inside trigger. An absence of balance between fun and work activities joined with an unfortunate relationship with colleagues or a rude relationship with the manager, influences representative retention, as well.

SMBs have faced hard times during the Great Resignation. Several factors explain the difficulties in hiring and retaining talents, but I would point out the competition against big corporations as one of the main impediments. As we know, The Great resignation brought in a real labor shortage which triggered a fast movement of companies toward meeting employees' new demands. Imagine the big corporation driving a considerable amount of resources to convince candidates to enter the company and their best employees to stay. That amount of resources plus the opportunity to develop a career in a big company has seduced workers worldwide. SMBs have struggled to keep up competitive and active, trying to find solutions to close their gap and retain their talent.

During the Great Resignation, people not only quit their jobs but made a complete 180 turn. From leaving Corpos to work at startups (or vice-versa), changing their industry or field, and even switching to an entirely new area or role. This has made it challenging to hire and especially retain talent, as many people are still exploring career options and leaving their positions after a few months if they don't see it as a good fit. As a result, HR leaders need to work harder and implement better methods during their hiring processes to ensure that new hires stay long-term in their roles and companies.

The main issue we face when hiring and retaining talent in the time of the Great Resignation is keeping up with the ever-increasing wage demands. The simple fact is that, as a small business, we cannot compete with large, well-known companies when it comes to offering financial compensation. Although we do our best to offer suitable alternative incentives, we very often find that the lure of a more attractive salary package elsewhere can be too much for employees, or potential employees to resist and we often find that we are quite simply unable to attract or retain the talent we would like to have in our business.

Chief among the impediments is the lack of trust, which can be caused by mistrust towards institutions such as government or business. Additionally, people may feel uncertain about their long-term career prospects during this time period. This uncertainty may lead them to abandon current roles for something that they perceive as potentially more stable or lucrative down the line. And finally, prolonged periods of unemployment may create an environment where it's difficult to attract and retain talented employees.

Hiring the candidates before they get into the competitor’s company has been a real challenge after the great resignation. Previously it was still a challenge but to a limit, as talents wanted to join the company as much as the company wanted to hire them. But with great resignation, talented candidates have options to choose from. This gives them chance to go to whichever company they feel most enthusiastic about. Even companies are going out of their way to provide more benefits, more salaries, fewer working hours that are too flexible, more perks and rewards and so on. And amid this challenge, acquiring better talents before the competitors do is a tough and challenging task. All you can do is approach them first and list down everything you've given them and help them make up their mind as soon as possible.

Since we’re fully remote across 5 continents, the biggest impediment has been keeping a virtual team engaged. Zoom burnout is a real factor for businesses like ours, so we’ve had to get creative as a leadership team to negate its risks. I’d like to mention a few strategies I’ve discovered over the course of the Great Resignation. The first is offering “me days” staff can request at any time to decrease burnout or a dip in work performance. This has been a game changer for us because our competitors aren’t offering this flexibility to their talent. We trust the team members won’t abuse this policy because of experience in treating them as adults. Secondly, we limit their time on Zoom by using project management software (Asana) for most communication. The only time we use video conferencing is when it's requested by the staff member or for one-on-one meetings.