The Great Resignation: What That Means for Coaching
By now, you’ve probably heard of “The Great Resignation” – People who stayed in their jobs during the uncertainty of COVID-19 are getting ready to move on as employers call employees back into the office.
As employees realize that remote work works and that it allows them to take more control of their lives (eliminating things like the commute and unnecessary time spent in the office), many have decided to quit jobs that no longer serve them. And employers are adapting, lest they lose their workforce.
As a coach, how can you guide your clients, whether they be employers or employees, to the best course of action? We’ve outlined some best practices below on how to guide your clients through The Great Resignation.
Employees
If you’re working with employees as clients, you’ve probably had a few of them thinking about their next move – whether that’s to another company or to a solo endeavor.
It’s in the best interest of those clients to think carefully about their next move. Coach your clients towards:
Making a case for remote work to their supervisors
Having emergency savings, a plan for obtaining healthcare, and a plan for accessing their 401k
Taking a “waiting period”: have them think long about their next move, especially if they’ve been in their current role for a while
Taking courses that align with roles they want to move into during that “waiting period”
Updating their resumes with skills and experience they want to highlight that aligns with their new goals
Applying to jobs outside of their comfort zone (industry, level, etc.)
Employers
Many employers may want employees back in the office due to tradition (“that’s the way it’s always been”), a lack of trust, or the inability to support remote work in the long-term. On the other hand, these employers don’t want to lose their best workers because they are unable to keep up with the times.
As a coach, you may be working with organizations who are grappling with the question of whether to bring back their workers or not.
You should lead clients to:
Collect feedback from their workforce on remote work and return to the office (through focus groups, interviews, surveys, etc.)
Compare feedback against productivity and efficiency throughout the pandemic
Think through whether in-person work is actually required for their workforce
Consider a hybrid, team-by-team, or case-by-case model – remote work may work for some teams and individuals and not for others
Set clear boundaries and expectations if they decide that remote work will continue – interactions with in-person employees, hours online/communication, what in-person attendance is expected
Be flexible with valuable employees – losing a great employee who can work remotely may not be worth having everyone back in the office
Commit to developing management teams who are organized and have integrity
Connect employees to your mission, vision, and values, and hire people who have similar ideals
Have a reservoir of freelance talent for when some employees inevitably resign
Looking ahead
In general, the next year will require compromise on both ends – your clients should clearly be able to articulate what sacrifices they are willing to make and what principles they won’t budge on. Helping them set these expectations (for themselves and for their workforce/employer) will ensure that they are more secure in their decision when the time comes.
Warmly,
Anne Stamer
President and CEO
Stamer Coaching & Consulting