PART ONE Understanding the \post-pandemic talent \challenge

^{INTRODUCTION | KEY FINDINGS | VANGUARDS | PART ONE | PART TWO | SOLUTIONS}

PART ONE

Understanding the post-pandemic talent challenge

In 2021, we highlighted that a quarter of workers planned on looking for a new job when the threat of the pandemic decreased. That intent has played out over the past year in employers’ experiences of the Great Resignation.

Our 2022 survey reveals that organisations are still grappling with an acute talent challenge.

^{INTRODUCTION | KEY FINDINGS | VANGUARDS | PART ONE | PART TWO | SOLUTIONS}

Talent gaps and
capability shortfalls

We asked executives to identify the top talent challenges they face. There are widespread concerns about shortages of critical skills in the market and the high churn rate among employees. Yet the number one barrier to companies accessing the talent they need (alongside a lack of skills in the market) is a poor ability to hire contingent talent, which indicates that businesses increasingly need to be able to rapidly recruit the skills they need on a non- permanent basis.

RISING EMPLOYEE EXPECTATIONS

For many, that has already started. 38% of Vanguards are rethinking leadership skills (vs 23% of non-Vanguard firms), while 51% of Vanguards report that leaders and employees are already re-inventing work together (vs just 33% of non-Vanguards), to create a future that works for all. A key part of this will be ensuring the needs and expectations of contingent workers are met, as well as putting processes in place so organisations can attract, retain or welcome back contingent workers who are aligned with their company’s values.

^{INTRODUCTION | KEY FINDINGS | VANGUARDS | PART ONE | PART TWO | SOLUTIONS}

LEADERS – THE NEXT WAVE OF RESIGNATIONS?

For the 2022 survey, we asked leaders about their own situations. The results paint an unsettling picture.

Overall, 13% are currently looking for a role in a different organisation. Fewer than half are happy in their current role (38%), and less than a third say they plan to stay with their current employer for at least two years (27%).

Split the data between the Vanguards and the rest, and a clear gap emerges. Among Vanguard executives, 61% say they are happy, compared with 38% among the rest; 37% plan to stay at least two years (vs 27%), and only 5% are job hunting (vs 13%).

The data also shows that mental wellbeing is a concern. In non-Vanguard companies, only 26% agree that their employer cares about their mental health, compared with 40% in Vanguard companies.

IS HYBRID WORKING?

Surprisingly, despite the worldwide experiment in remote working during the pandemic, just 41% of executives in Vanguards and 30% in non- Vanguards say their organisation promotes flexible or hybrid options.

Fewer than half have definitive plans for returning employees to the physical workplace (35%). About one in five are in favour of mandating a “hard return” (20%), though 28% think the complexity of hybrid will eventually drive a requirement for most employees to come back on-site.

Given the demand for life-work flexibility, organisations need to adopt an approach to hybrid working that satisfies both business needs and the desires of their employees over the long term. Yet our data suggests that the majority of firms are some way from achieving this.

Employees now want a better work- life balance. We’re particularly seeing that with the Millennial generation.

Cherice Schmidt
Vice President – Global RPO Operations and Delivery Leader, KellyOCG