It’s the most wonderful time of the year – unless you work in HR. Holiday anticipation and upcoming vacations often leave employees feeling distracted and disengaged during one of the most chaotic months of the year. Without a solid engagement strategy, ramped up customer demand and preoccupied employees create a perfect recipe for seasonal stress.
December is one of the trickiest months for engagement. On the one hand, you have employees taking more time off than usual and looking forward to vacation and holiday parties. On the other hand, some employees will be working more hours than normal, especially in sectors like retail and healthcare where workloads double or triple during the holidays.
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What is Employee Experience and how is it different from Employee Engagement? Many HR professionals and consultants would be hard pressed to answer this question.
As is often the case with new terms in any discipline, analysts and marketers of new technology platforms have been quick to embrace and propagate Employee Experience as the next big thing in HR. This has led some to believe that Employee Experience is related to platforms that help make interactions more positive by providing easier access to, for example, recognition & rewards programs, training and career development opportunities, perks and wellness programs.
Job-hopping is the new normal in today’s workplace, and it’s not limited to recent graduates. People of all ages are leaving their jobs for greener pastures more frequently than they used to. The median tenure for workers over the age of 55 is just 2.53 years, and our research shows that one in four workers will leave their jobs this year. We’ve got a retention problem that spans generations, and it’s costing companies billions of dollars every year.
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Have you ever set up an interview with a promising candidate who never showed up? Has a potential new hire quit responding to your emails and phone calls? This behavior is known as ghosting and it’s happening more frequently as the job market strengthens.
In August, 3.6 million people voluntarily quit their jobs in search of better pay, better hours or a better cultural fit. In a market flush with opportunities, candidates have no trouble securing multiple job offers and an increasing number of them don’t bother to communicate when they choose not to accept a job. It’s a disturbing trend, but what can employers do about it?
