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f the pandemic year-plus has made you re-evaluate your life’s work, raise your hand. Judging from anecdotal evidence and Bureau of Labor Statistics (BLS) num- bers alike, there should be a sea of wav- ing hands.
The serious drop in employment in many in-
dustries during the pandemic had many predict- ing a bonanza for employers when the economy started to rebound, as many workers would be competing for places. Instead, it’s a job-seekers market. People are even leaving jobs—a half- million of them in April, according to the BLS. Why the exodus? That re-evaluation is one
major reason cited. Some were unemployed, or ill, and had some time to think. Others, working double shifts, realized they wanted time to think. Some discovered that they were better off not paying for childcare. Some felt employer prac- tices, including layoffs, had eroded their sense of trust. But in some industries, workers stayed. The
BLS average rate of voluntary termination (an- other term for resigning) in health care and social services is 2.6, below the U.S. average of 2.7 and well below the 5.6 rate in accommodations and food service. While senior living has consistently had a
problem with recruitment and retention, the em- ployees who stay really stay. They get a sense of purpose, connection, and trust that they have not experienced elsewhere. When they re-evaluate their lives, they know their work is meaningful and makes a difference—and their employers recognize this. When about 180 chief executives of provider
companies responded to an Argentum survey recently about how communities made it through the COVID-19 challenges, nearly all had praise
For sources, see page 31.
for their teams—associates and direct caregivers in particular. “Our greatest asset is our resilient team, par-
ticularly the grit of our leaders,” was a typical comment. And: “Our greatest success was found in the resolve of our associates who walked through the door each day to ensure our resi- dents received the best possible care.” What are the skills needed to develop and
maintain a workplace people want to return to? What can you offer that engages and cements their sense of purpose? As the numbers of vol- untary separations grew, many consultants, think tanks, academics, and experts put their research and expertise toward finding out. Presented in this section is information on five of the skills that came up often in discussions of what’s needed now and for the future:
● Teamwork: We talk about teams—but what are the factors in culture and action that make teamwork really work?
● Flexibility: Workers want flexibility. Employers need people who are flexible. Here are some ways to make this a win-win.
● Inclusiveness: Intentional diversity, equity, and inclusion programs are essential going into the future. But inclusiveness also demands cultural and structural changes as well as personal skills that pave the way.
● Communication: It’s one of the top soft skills in demand in most workplaces—and it needs constant practice and improvement.
● Learning: Another win-win: A big reason people left jobs was to learn other skills— or because they were not able to learn anything new at their jobs. A culture of lifetime learning can be a link to retention.
JULY/AUGUST 2021
ARGENTUM.ORG 9
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