The Big Stay: How HR Can Leverage This New Trend

After Covid-19, there were many factors which conspired to drive a phenomenon called the Great Resignation.? For some it was that there were many new opportunities, there were new jobs being created, and many remote work jobs.? For others it was simply a desire to exit the formal work sector and start their own gig.? And for yet another group, it was simply an indication that they wanted to spend more time at home with family and loved one.? Whatever the reason, in the years post 2020, the Great Resignation was well talked about and analyzed.???

This year however, many HR professionals are taking note of a new trend which is emerging and which is shifting the narrative: The Big Stay. Instead of employees leaving in search of something new, many are choosing to remain in their current roles. This shift presents both challenges and opportunities for HR leaders and organizations.? So my dear readers, in light of this 180 in the workforce, the Corner Office this week is going to devote some time to understanding the Big Stay and delving into how HR can capitalize on this trend.?

The Big Stay refers to the phenomenon where employees are opting to stay put rather than resigning in large numbers.? Economic uncertainty, improved workplace flexibility, and a renewed focus on career stability are some of the factors contributing to this trend. Unlike the Great Resignation, which forced companies to rethink talent attraction and retention, The Big Stay challenges HR to focus on engagement, development, and long-term workforce sustainability.?

For many HR professionals, this shift in our workforce presents an opportunity.? You see, rather than passively observing this trend, HR can proactively use it as an opportunity to enhance employee experience and drive business success. Here are key strategies HR can implement:?

1. Re-ignite career growth and internal mobility?

While many employees may be opting for the stability of their current roles, we cannot rule out the risk that these employees may not be 100% motivated and highly productive.? There may be a cross section of these employees who may be demotivated because they are feeling stagnant in their roles.? However, HR can address this by creating strong internal mobility programs, offering stretch assignments, and encouraging cross-functional collaborations.?? Of course the objective is to have employees who don’t just stay because they don’t want to take a risk in this present work environment but they stay because they see an opportunity to grow and thrive within the organization.?

2. Enhance employee engagement and proactively address disengagement?

In a previous Corner Office I talked about the disengaged employee and the negative impact that they can have in an organization.? While we talk about the cost of replacing an employee especially when a good talent leaves, we can’t deny that a disengaged employee who stays is just as costly as one who leaves.? Therefore HR should prioritize engagement by fostering a culture of recognition and also a culture of inclusion.? How exactly?? By building programs whose objective is exactiy that.? Some suggestions would be to incentivize leaders to hold regular check-ins, to encourage leadership to be transparent in all decisions and initiatives which impact staff and to build and promote inclusion initiatives which keep employees motivated and invested in the organization’s mission and vision.?

Organizations would do well to realize that just because employees are staying doesn’t mean they are engaged.? In the face of this, HR should proactively identify employees who feel disconnected and intervene before disengagement leads to poor performance.?? In addition to developing initiatives to enhance engagement, HR can also mitigate disengagement y developing programs to promote open and honest conversations to gather employee feedback, and provide targeted support guard against “quiet quitting” within the workforce.?

3. Invest in learning and development?

In prior years, in stay or in exit interviews, one of the biggest reasons employees would cite as to why they would consider leaving or worse, actually leave, would be the lack of growth opportunities.? With The Big Stay, HR has a real chance to double down on upskilling and reskilling programs and start to build those growth opportunities.?? Programs such as offering mentorship, certifications, and leadership development can help employees feel valued and future-proofed in their careers.? The end result is that they transform into top talent to propel their organization to new heights of success.?

4. Rethink employee well-being?

Employee well-being has always been a crucial factor in the “should I stay or should I go” debacle.? To play up The Big Stay organizations should establish policies that promote work-life balance, mental health resources, and flexible work arrangements.?? When HR provides access to mental health support, such as counseling services and stress management programs, organizations are helping employees to navigate workplace challenges more easily which builds more stable employees in unstable times.?? Additionally, offering flexible work options, including remote work, flexible work schedules, and paid time off including parental leave, enables employees to maintain a sustainable balance between their professional and personal lives.? When employees feel genuinely supported, they are more likely to remain engaged, productive, and committed to their roles, ultimately contributing to the organization's long-term success.?

In conclusion therefore, while The Great Resignation forced organizations to rethink retention, The Big Stay presents an opportunity to redefine the workplace on a number of different fronts from learning and development and reskilling to internal growth, engagement, and well-being.? With support from HR, organizations can ensure that the employees who stay do so because they want to, not because they feel stuck.?