Workers can’t wait to dump their employers: 84 percent of respondents to a survey say they plan to actively look for a new job this year.
That’s up from 60 percent who said they planned to do so last year. Only 5 percent said they intend to stay in their current position.
The survey was done by Manpower subsidiary Right Management. “It’s staggering,” said Joanne Stroud of Right Management.
Senior leadership within organizations is largely to blame, Stroud said. While many workers have gone without salary increases for two to three years and are now doing the job of one to two people, they see and hear less from senior leadership about the vision for the future and how they see the company evolving and reshaping themselves, she explained.
“Workers see the world is changing and see creativity going on in the world,” but inside their own organizations, “all they see is cost cutting and retrenchment,” Stroud said.
Let’s see: no salary increases, extra workload, boredom, and fear of being laid off. Hmm. How could an employer possibly fix this? Let’s see:
In hard times, senior management’s reaction is often to tighten controls with increased reporting requirements that require more work and micromanaging, in addition to cost cutting, she added. But things fall through the cracks. Because people are being asked to do too much, that results in their doing a poorer job, and consequently workers don’t feel good about their performance, also causing discontent and hurting morale, she said.
That probably won’t work. Let’s try this:
To keep employees engaged and committed, Stroud said organizations must, among other things, eliminate nonessential work, pay workers fairly, and give them the resources to do their jobs.
Winning Workplaces Director of Consulting and Training Diane Stoneman advises employers to:
*Solicit employee feedback in a variety of ways including employee surveys, exit interviews, small and large group meetings and take appropriate action in response to the feedback.
*Clearly and honestly communicate the vision of the organization, its priorities, values challenges and how employees’ work fits into the larger picture.
*Provide competitive wages and benefits.
You mean pay people well, and let them do what they were hired to do? TEH SOCIALISMZ!!! AAIIEEE!!! What trends in the last three decades make anyone think most U.S. business will actually do this? They’ve spent the last thirty years buying up government to do the exact opposite. OK, then…
And driftglass also tells us what this means for the concept of ‘running government like a business’:
Wouldn’t it be just awesome if we could run our governments more like businesses?
I’d bet they’d run a lot better if only they had the Invisible Fist of the Marketplace jammed to the elbow up their collective asses.
I’m sure our Galtian Overlords would love that–in so many ways…