The Great Resignation was initially spoken about as women departed their places of work in 2020 (either by force or by “choice”). Over five million women were affected. In the present day, nearly two million women still have not returned to the workforce (in the United States alone). 

Interestingly, this “Great Resignation” has taken shape to classify the departure of both women and men, noting the changing landscape of work, and employees’ sentiments on what work should look like. While I do not argue there are clear trends of disengagement which have led to both men and women leaving the workforce, there is still a monumental issue of women being at the helm of COVID job losses. 

Media outlets, particularly those who cover leadership and management, have used this opportunity to talk about the importance of retention. I find it startling, and fascinating, that due to the fact this Resignation now includes men, it is being discussed further. Not just the reality of departures, but the essentiality that companies do all they can do to make people stay. Where was this same tone during the pandemic when women were mass exiting? 

Needless to say, the point remains that in order for the economy to stabilize and for companies to flourish, both men and women must remain, or return, to the workplace. But how are we intending to help people return? How are we intending to keep people content in their current positions? 

If you are familiar with my work you know I advocate for women. And, after a year researching and publishing a book on women’s experiences during COVID-19, I assure you it is women that companies need to be focused on when it comes to retention and engagement. Regardless, engagement drives performance and the best companies are composed of diverse teams, thus there are actions you can take readily to engage all company members. 

Career Transparency

Career transparency can minimize ambiguity and increase engagement. Helping employees know what’s next for them (and helping him/her create the path) is paramount. What makes this employee tick? What areas do they excel in? How does their current career path allow for their skills to shine? 

If you haven’t discussed this with your team members, it’s time. If your team member isn’t sure what it is they want in their career, your job is to help them discover. But, odds are, they have an inkling of what they want to accomplish, and have been waiting for you to ask how they can achieve their goals. 

Recognition 

Yes, something as simple as recognition can increase retention. Have you ever been in a position where a superior took an idea as his own? Or did an exceptional job on a project and was simply assigned the next? This wears on people. Managers must have integrity and shed a light on their team members’ successes, not take them as their own. Further, managers must take the time to privately and publicly recognize their team. Not only does this spark discretionary effort, but a microculture of recognition demonstrates to a company as a whole that behavior that promotes and encourages will also establish trustworthy and hardworking teams.