‘Great Reshuffle’ Spells More Competition for Employees
May 27, 2022 — The “great reshuffle”—which has employees changing their jobs to achieve greater growth and purpose in their careers—may be especially challenging for nonprofits, as those organizations experience increased competition for employees from other nonprofits as well as from for-profit entities, but it also offers an opportunity to shape a more holistic approach to human relations, a newly published report suggests.
Most importantly, the great reshuffle, which started as the great resignation when the coronavirus pandemic induced or forced many workers to leave their jobs, has human relations (HR) departments “reaching for fresh solutions to tie skill building to career paths, internal mobility, and retention, while also bringing a new sense of care and humanity to employee well-being, diversity, and inclusion,” according to The Transformation of L&D” published by LinkedIn.
Employee learning benefits the employee and, most critically, the organization, the report notes: “Learning powers culture, and culture powers engaged employees who are energized to innovate, delight customers, and beat the competition.”
According to the report, employee skill development ranks high as a primary L&D focus in 2022, with 39% of L&D professionals across North America saying upskilling and reskilling is a top priority this year, while another 33% identify diversity, equity, and inclusions efforts as a key priority.
Nearly half (49%) of L&D professionals say executives at their organizations are concerned that employees do not have the right skills to execute business strategy.
However, systematically identifying employees’ skills, which helps organizations understand and compete on their strengths, doesn’t happen frequently: Only 10% of HR and business executives say their organizations have a skills database with profiles for all employees.
Yet, employees who feel that their skills are not being put to good use in their current job are 10 times more likely to be looking for a new job than those who feel that their skills are being put to good use, the report notes.
Providing internal mobility also helps. According to the report, organizations “that excel at internal mobility are able to retain employees for an average of 5.4 years. That’s nearly 2x as long as companies that struggle with it, where the average retention span is 2.9 years.”
While 54% of L&D professionals say internal mobility has become a higher priority at their organization since COVID-19 erupted, only 15% say they have active upskilling and reskilling programs, and only 5% have made it to the stage where they’re measuring and assessing results.
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