Using data-driven techniques to beat the big quit – TechCrunch

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Much has been writes about the long-term impact COVID-19 will have on how people do their jobs. Throughout the pandemic, people have had the space and time to reflect on what really matters to them and to ask the big questions like, “Am I happy?” »

For many people, the crisis acted as a catalyst for change, leading to the Great Quit or the Great Talent Swap for those who lost employees to a competitor or another company. Life goals that people may have once dreamed of are now becoming a reality with the plethora of options and flexibility now available.

Our study at Workhuman confirms this: 30% of people looking for a new job say they do so for more flexibility, and it seems that parents are particularly motivated to change, representing 65% of total job seekers. Clearly, many workers are looking for ways to better manage their family and work responsibilities.

For example, research we conducted for our Human Workplace Index found that 56% of respondents who want to stay with their company say it’s because they like their company and/or their colleagues. Culture is therefore key to winning and retaining workers.

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All this to say that companies and leaders must act. The Great Resignation has created an employee market where people have a multitude of openings available to them and they can be more selective about who they work for. Employers therefore need to give current employees a reason to stay and future employees a reason to apply.

Building a strong employer brand is now an essential mission. Companies that don’t risk stifling their own growth through lack of talent, as this voluntary turnover could cost businesses around the world billions of dollars.

In today’s job market, it’s more important than ever to ensure the employee experience is seamless, rewarding, and based on a culture of reward and recognition.

Here are three areas where companies can leverage data-driven techniques to increase employee satisfaction:

Human-centered technology

Traditionally, HR technology has been transactional and task-centric. The technology needed today focuses as much on people as it does on their experience of the task at hand.

Human-centric technology that powers actions such as continuous feedback, employee recognition, celebrating individual and team achievements, and creating a more human workplace has measurable net benefits because it strengthens the emotional bonds of employees with each other and with the organization.

One approach could be to set up a peer-to-peer recognition platform where people can publicly recognize the work of their colleagues. The platform could potentially be linked to a rewards program where employees earn points for goods or experiences. From an analytical perspective, the approach also provides valuable data on where good work is being done in the organization and by whom, allowing employers to identify top performers and ensure they are sufficiently engaged at work.

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