The latest job data shows that the large-scale redundancy caused by the pandemic is still ongoing, with an almost record high of 4.4 million Americans who quit in April despite growing fears of recession.
An expert explains the rationale behind the continued reshuffle, and warns that the shortage in the labor market is likely to persist for a long time.
Julie Bauke, founder and head of career strategist at The Bauke Group, has a good grasp of the perspective from both sides of the desk when it comes to employer-employee relationships after 25 years in the sphere, and says the changes companies are seeing now. are multilayered, but largely unavoidable – COVID has only accelerated them.
“There is a mismatch between people and their skills and what they want to do, with the work that needs to be done,” Bauke told FOX Business, pointing to the many older, experienced workers who retired early due to the pandemic.
These so-called “boomers” left new generations of workers in their place who refuse to queue as their parents and grandparents did.
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“On top of that,” she continued, “you have this demand that far exceeds supply, giving the younger generation influence – and they are not afraid to use it.”
Bauke says that the high final rates are now partly due to the impatience of both employees and employers. Some workers who were highlighted by wage increases have been too quick to drop out and later regret the move, while companies that are too eager to get bodies in the door to fill positions have not been well enough elected in employment.
A downturn in the economy is likely to curb impatience on both sides, with workers willing to stick to a job of worry about not finding another, and employers will ease hiring to cut costs.
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But even if a recession occurs, says Bauke, the emigration of boomers from the workplace combined with a younger generation who are more willing and able to start their own network business than working for the “man”, that the shortage will persist.
“The number of people out there looking for traditional jobs is still less than the amount needed,” she explained. “I do not see it changing in the long run, honestly, if ever. Because you can not suddenly give birth to a bunch of adults to take the job.”
Bauke advises companies not only to be diligent in selecting candidates, but to treat current employees as the adults they are to retain them – something that has been difficult for some companies to do in this new climate where teleworking and other flexibility attract themselves more. candidates.
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“The first thing you need to do is create a new concept called actually talking to your people and asking them what they want,” Bauke says, adding that senior management can often be unaware of workers’ needs. “You have to get involved, you have to go from the top down to collaborate and communicate with your people and get them involved in your solution.”
She repeated, “Your answers are among your people. They are among the people who do the work.”