By Gabrielle Ostigny-Martin and Marianne Pépin
In recent years, organizational environments have experienced major changes in employee engagement as well as the recruitment and retention process. Why? There are multiple causes, and they pull in all directions; that said, the pandemic—unsurprisingly—remains the trigger for an intensified introspection.
The buzzwords have begun to pile up. We’ve heard about quiet quitting and quiet firing, and in recent months, a new term has joined them: quick quitting. What is it? It’s fast and sudden, it’s confusing, and it doesn’t seem to want to slow down: it’s the act of leaving your new job a few months—if not a few weeks—after being hired and trained.
The 2022 Job Seeker Nation Report even concluded that nearly one in three new employees will leave their job within the first 90 days. This phenomenon wasn’t born yesterday, but with the fear of a recession, it’s essential for employers to understand why quick quitting is a challenge and how to equip themselves to counter this problem.
Why is quick quitting a challenge?
Whose fault is it? It would be easy to point the finger at a single cause at the source of this issue, but things aren’t always so simple. Here are the main reasons that explain quick quitting:
- New employees quickly experience disappointments and irritants related to their day-to-day role, which doesn’t meet their expectations.
- The corporate culture isn’t the same as what was sold to them when they were hired.
- The company seems to have deficient leadership.
- The mentalities are no longer the same. For example, it is no longer as true today that, to be successful in your job or have a solid career, you have to stay there for several years, even decades.
- Other job opportunities for your candidates or recruits may appear out of nowhere. The labour shortage ensures that talent is coveted from all sides and is subject to being approached by your competitors for similar positions to be filled.
How to take on the challenge of quick quitting
There are three keywords to remember: authenticity, proactiveness, and inclusivity.
Authenticity
We point this out to our clients, and the formula is simple: your employer brand is the reflection of your employee experience. Suppose your company makes false promises about the position to be filled or the employee culture you sold to them. In that case, chances are that your new employee will soon experience frustrations and disappointments.
This is why—above all—you have to position yourself on the market with authenticity in order to avoid this kind of situation. Kill two birds with one stone: a candidate who can see themselves within your company thanks to your employer brand is a candidate who is very likely to stay for the long term.
Proactiveness
You have to be proactive by implementing engaging retention strategies, particularly by maintaining a position of choice in terms of compensation and working conditions, having a diverse, equitable, and inclusive corporate culture, and offering concrete and tailored career advancement tools (additional training, mentorship programs, etc.), in addition to a solid reception and integration even before they start their job.
Indeed, integration plans are decisive for the employee experience. A study conducted by the Brandon Hall Group shows that companies with a reception and integration process increase their employee retention by 82% and their productivity by 70%. That’s huge!
Inclusivity
To ensure satisfactory employee retention, it is necessary to have an inclusive, attentive corporate culture that emphasizes recognition. Encourage your employees to share their ideas and follow up on them. Take the time to recognize their achievements and the contribution of each one. Maintain open lines of communication with employees so that any problems can be addressed effectively. This prevents frustrations from turning into critical problems that might lead an employee to want to leave suddenly.
In short, quick quitting has become one of the most significant challenges associated with the Great Resignation. As explained, the main sources are recognized as managing expectations and leadership in silos, changing attitudes toward traditional employment models, and increasing job opportunities in the current labour market.
To fight this problem head-on, employers need to present themselves authentically on the market and take proactive measures to develop retention strategies from the moment the contract is signed, all while promoting strong relationships between colleagues through open communication and recognition.
These steps will create a stimulating and healthy environment, thereby encouraging employee loyalty.
To do this, sept24 is undoubtedly an ally you can count on for this kind of project. We thrive on challenges, employer branding and the employee experience, well, that’s our expertise.
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REFERENCES
https://www.linkedin.com/pulse/forget-quiet-quitting-many-workers-still-outright-jobs-george-anders/
https://www.hrmorning.com/articles/quick-quitting/
https://www.jobvite.com/wp-content/uploads/2022/03/JSN-2022-3-25.pdf
https://b2b-assets.glassdoor.com/the-true-cost-of-a-bad-hire.pdf
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