Acting Deputy Director of People and Culture, Lee Atkinson-Barrett
Profound social change is accompanying the COVID pandemic and it’s starting to impact our labour markets.
In this timely series, UNE’s Acting Deputy Director of People and Culture, Lee Atkinson-Barrett, reflects on the challenges and opportunities for employers and employees. But first, our lecturer in workforce planning and talent development provides a little context.
The Great Resignation – fact or fiction?
If you believe the pundits, relying on data from the US, as many as three in five Australians will be looking to change jobs early next year, leading to a mass exodus in March that many have dubbed ‘the Great Resignation’. While Lee is not completely convinced this will happen, she does foreshadow dramatic workplace change. In fact, it’s already underway.
“Australia’s debt-to-income ratio is a lot higher than many other countries, so while people might be tempted to resign, I am not sure that all of us will be in a position to do that,” she says. “However, employees are definitely reassessing their lives, what is important to them and the role of work. Many are prioritising health and wellbeing and flexible work conditions.
“Organisational research also continues to show that salary is not uppermost in the minds of employees. The top four things people are seeking in their existing or a new role are all about connections with colleagues, being acknowledged by supervisors, being thanked for the work they do, and finding the work rewarding.”
The top four things people are seeking in their existing or a new role are all about connections with colleagues, being acknowledged by supervisors, being thanked for the work they do, and finding the work rewarding.
Skills shortages
We are already seeing staff shortages in hospitality and technology. In future, it’s predicted that highly skilled workers in the fields of financial and business services, media and telecommunications, and manufacturing will also be in demand.
“The talent crunch will not be felt in every occupation,” Lee says. “We will certainly see shortages in the technology space if our governments don’t rethink their policies around visa processes, and there is new recognition of what some refer to as ‘soft skills’ and digital literacy – the ability to interact with technology, and a willingness to try and learn.
It is important to see this as a skills shortage and not a shortage of people.
“It is important to see this as a skills shortage and not a shortage of people. It means there is an opportunity, through development and higher learning, to reduce this gap.”
New expectations, new relationships
One of the well-documented outcomes of the COVID pandemic is that employees are more motivated to achieve greater meaning and purpose in their lives.
“In the past, employers have driven what they will provide to employees, but we are now seeing employees seeking greater autonomy and control,” Lee says. “They are no longer passive recipients of work; they are engaging with and directing where they want to be. Many are pushing back against the encroachment of work on their personal lives and pushing harder for better conditions in their workplace.”
Hybrid work models are part of the answer, but Lee suggests organisations need to carefully consider their employee value proposition, and adopt a number of personas. “This means considering the new needs of a range of different staff, what they need and what the organisation can provide,” she says. “Businesses that don’t heed employee calls for greater flexibility, genuine engagement and autonomy will not continue to thrive.”
