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Why a Weak Economy Isn’t Stopping the Great Resignation
Why a Weak Economy Isn’t Stopping the Great Resignation
Amidst recession and inflation, the American labor market continues to defy economic gravity.
According to conventional wisdom, the turnover tsunami that began in early 2021 should have run out of steam long ago. Nearly 30% of the entire American workforce voluntarily quit their jobs last year, which was thought to be an unsustainable phenomenon caused by unique circumstances surrounding the covid-19 pandemic. However, 2022 has bucked all expectations, and the Great Resignation has continued to roil the American business community.
The most recent set of Bureau of Labor statistics are worth examining both because they are very extreme compared to historic norms and because they are very similar to those from each of the last 18 months or so:
- America has a whopping 11.2 million job openings, representing 6.9% of all positions
- 4.2 million workers voluntarily left their employers from 7/1 to 7/31, amounting to 2.7% of the total workforce
- On an annual basis, this would result in 1/3rd of all American employees resigning from their jobs, meaning that 2022 may actually see more turnover than 2021
What do these statistics tell employers? Why is 2022 seemingly immune from traditional market forces, which would normally cause a corrective shift and cool down the red-hot labor market? Do these quitting workers not understand that a shaky economy should make them less eager to leave a steady job?
The answers to these questions are crucial for businesses everywhere, which are straining from pressures caused by high inflation, continued supply chain shocks, and an under-staffed or under-talented workforce. Desperation is already in the air, with many companies scrambling to permanently replace workers with automation whenever possible and others attempting to recruit employees from completely different backgrounds and skill sets as a novel tactic to attract new talent. Employers should be concerned that this “lean and mean” workforce may not have the skill set necessary to perpetuate their businesses effectively, especially when more senior employees decide that it’s time to hang up the spikes.
The most likely answer to the enigma of 2022’s labor market is also one of the simplest: today’s employees are basing their behavior on a completely different value set than in the past. The tumult of 2020 and the aftermath of the covid-19 pandemic have fundamentally changed perceptions and expectations around the role that employment plays in American life, with workers everywhere using a new calculus to determine whether their job, or whether having a job at all, is “worth it.” For many who chafe at the demands of a traditional workplace and crave flexibility and freedom, the answer appears to be a resounding “no.”
The consequences of this mental shift among American workers are difficult for economists and traditional business leaders to understand because, from their perspective, employees appear to be acting irrationally. On paper, it is irrational for millions of people to voluntarily quit their job in sub-par economic environment. On paper, it is irrational for hundreds of thousands of working parents to permanently leave the workforce and dramatically reduce their family income. On paper, it is irrational for younger employees to practice “quiet quitting,” where they intentionally disengage themselves from their job, do not make any special effort to get promoted, and do nothing more than the bare minimum of what’s expected in their role.
Indeed, practitioners of these trends may wind up regretting their decisions: it is entirely possible that a job market correction will occur in the future and put many of these workers in a tough position. However, for the moment, millions of people are making decisions that are arguably bad for their long-term careers and incomes but good for their short-term happiness and mental health.
The secondary consequences of these developments are yet to be determined. The trajectory of younger employee cohorts will be a bellwether for the American workforce as a whole, as changing workplace attitudes and reduced engagement is particularly pronounced among these groups. The recent explosion of remote work has arguably stunted the career growth of many of these employees, which could be leading to understandable feelings of disaffection. This is further compounded by the perceived or real disconnect between younger workers and more experienced employees, with remote work acting as an obstacle for professional mentoring and intergenerational socializing.
This also contributes to the problem of the “boomer blockade,” where older employees are leveraging the benefits of remote work to delay retirements and stay in leadership positions for longer than ever before, which prevents younger workers from advancing their careers and often prompts them to look outside of their organizations to do so – a prospect which is again made easier by remote work, since it allows most white collar employees to consider jobs which would have once literally been out of reach. These developments are turbocharging a trend that existed even before covid-19, where many gen-Z and millennial employees choose to have extremely brief tenures at their places of work, often changing jobs every year or so regardless of how well or poorly they are treated.
The confluence of normalized remote work, a transient and restless workforce, low engagement, and a historically tight labor market has led to the creation of a sort of “worker bubble” where talent is more highly valued than at any other time in recent history. This bubble is currently allowing employees to defy economic gravity and continue to play musical chairs with various employers amidst economic conditions that would normally cause the country’s labor market to cool down.
This unusually-lengthy period of extreme labor scarcity puts businesses in a tough position, essentially forcing them to play both offense and defense simultaneously. For the foreseeable future, businesses must focus aggressively on recruitment and retention with one hand while guarding against under-engaged and overly-complacent employees with the other. Whether this state of affairs is an extended aberration or the new normal remains to be seen, but it’s safe to say that companies who are adept at this today will be better positioned to grow their organizations and effectively serve their customers tomorrow.
For more analysis on the Great Resignation and tactical retention advice, visit OneDigital’s Retention Reset Hub.
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