• http://costofwork.wordpress.com/ Chris aka newresource

    i read 50% of all employees hate their jobs. So 16M unemployed and millions more unhappy. How can we fix this?

  • http://www.facebook.com/rich.boberg Rich Boberg

    You are correct – pay really does matter, especially with the cost of nearly everything increasing while most paychecks remain static. 

  • http://twitter.com/One_Page_Talent One Page Talent Mgmt

    John – I’m not sure the results are quite as draconian as they may appear:

    1.  What intent to leave really means: Intent to leave tends to be the best predictor of actually leaving, but of those who say they will leave research shows 40% – 60% actually do.  So while 32% of workers are considering leaving their jobs vs. 23% before, this means about 16% actually will go vs. 11.5% before.  Worrisome?  I don’t know. Unless those additional 4.5% are your best and brightest, this may not really be that consequential and there are no facts presented to suggest that this is the case.

    2.  Other engagement factors increase promisingly:  Intent to leave increased 39%, but those who feel promotions are fair increased 45% and those feel that pay and performance was matched increased 39%.  These are very strong increases during a short and economically difficult time period.

    3.  These findings likely show economic variability of engagement, not bad employer actions : The facts of the case don’t support a call for companies to “wake up” and or to call corporate practices “shortsighted.”  To #2 above, employers actually seem to be engaging in tactics that are focused on driving engagement.  Things like small increases in dissatisfaction with pay or lack of confidence in retirement dates are driven by economic variances across all companies.  

    4.  Where are employees running to?: It’s great to say that there will be a mass exodus of employees, but that suggests that there are employers willing to hire them. Current stats say that there are not and will not be for the foreseeable future.  

    Mercer does fine research but we should carefully examine the facts presented to understand what’s truly relevant for employers.

  • Anonymous

    This isn’t surprising at all. It’s not even new. The same has been true
    for nearly two years now. What employers need to be the most concerned
    about are the employees who are there, but with one eye on the door.
    Just think about all the time they spend at work thinking, planning and
    dreaming of leaving.

    As I wrote about Right Management Research from late 2009:

    That’s
    87% actively engaging in activity to leave your organization. Take a
    look around your company today. Which employees do you think are the 13%
    most likely to stay? I guarantee it’s not your top performers. Various
    studies on employee engagement show it is the most disengaged that stay
    in their current role.

    Look at it another way: that’s 87% of
    employees distracted by thoughts, daydreams or plans to leave your
    organization; 87% not fully focused on the task at hand, not fully
    engaged in helping you achieve your strategic objectives.

    Research details and citation here: http://www.recognizethisblog.com/2009/12/resume-tsunami%E2%80%9D-coming-are-you-ready/ along with what to do about it.

  • Valerie Iravani

    As a manager and an employee, I have always wished that my own managers would mentor me, train me well in new skills, and recognize my excellent work with small rewards such as a personal thank you note or taking me out to lunch.  It’s much easier than they believe.

    As a manager, I have always fostered employee develop, cross training opportunities and personal rewards – since promotions and raises are few and far between.

    But my biggest gripe is that lack of succession planning and the lack of willingness of HR and executive management to support formal or informal succession planning.  The most common comment, “It’s up to the employees themsevles”.  Well then, waive bye bye!