Where have the employees gone, and why?
Wikipedia has a page dedicated to the Great Resignation, also known as the Great Reshuffle or the Big Quit. There are ample reasons offered in online articles or the media as to why people have decided to leave the labor market, change jobs, or simply retire early. To better understand the trouble experienced with finding employees to fill vacancies, we do need to consider the reasons behind the staffing shortages.
For the sake of practicality and productivity, perhaps worry less about the collective why people have quit working or switched careers and concentrate on the reasons an individual has changed employers or left the workforce. Listening to these personal stories of potential employees may well offer the keys to successfully hiring those same individuals and more. People may have left the labor market for a myriad of concerns or causes, but the person you are interested in hiring likely has very specific reasons for leaving a position, changing jobs, or considering a return to work. If an employer can address an individual’s concerns or check- off several desired workplace perks on an employment wish- list, the chances of a successful hire increase exponentially. Before we can ask a potential hire about such personal reasons, we need to get a body in the proverbial door or at least be interested enough for an interaction of some sort by text, email, or even by that late-great standby, the telephone; or preferably for many in this day and age, a conversation via video chat works best.
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It seems fairly obvious that we want to reach out to employees who would benefit our companies. In today’s labor market, we cannot assume that employees will just magically come to us. We need to be actively searching for employment candidates, and persistently revitalizing our recruitment efforts. Almost every workplace can benefit from a referral
program.program There is ample
ample evidence available in any internet any internet
search that employers rate employee referrals as one of the best sources for new hires, as well as quality of hires. An employee referral program is completely customizable and within the grasp of any employer. It is a reasonable bet that your best people will know other good people.
It’s easy to be creative with an in-house referral program. Yes, a monetary bonus is probably desirable, but may not be the only reward that would interest or incentivize current employees. Be creative! If offering a bonus for an employee referral, offer it in tiers; perhaps a restaurant or merchant gift-card when the employee is successfully hired initially and then provide a specified monetary bonus when the new hire reaches a 1-year work anniversary. What if that referred employee reaches a 5-year work anniversary? Wouldn’t it be amazing to offer a paid day off or a floating holiday to the employee who made the referral? Maybe make that extra day off an annual award for that long-term referral anniversary. Successive referral rewards both interest current employees iin making a successful referral, but also keep the refer iring
56 | COMMON NTEREST® • Win COMMON IINTEREST
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P bllication of CA -I l o Chapte
AI- lllinoiis Ch pter
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