The Great Resignation
This is a term coined by Professor Anthony Klotz of Texas A&M University, during an interview in February 2021, in which he predicts that a large number of people will quit their jobs when things calm down after the pandemic. Although the message may have seemed implausible at the time, the phenomenon has resulted in 4.5 million individuals in the United States leaving their jobs sporadically and for no apparent reason during the month of April. This is already having an effect on the economies in Europe and Asia, where resignation rates are increasing every month. What was seen as an unlikely forecast is now a harsh fact which we must brace ourselves for. Anecdotally, it is worth mentioning that Klotz himself has just quit his job to move to University College London business school in the United Kingdom.
The talent equation
The need to attract talent may potentially be the result of having strayed. There are many reasons for resigning. Studies indicate that people are increasingly concerned about their future and the time they have left; they have inadvertently seen loved ones slip away and now wish to spend more time with their families. Yet for some reason or another, they don’t get the chance to enjoy their free time, or it is simply not possible when it suits them. Employees also tolerate less when it comes to more traditional management styles, a lack of trust or little or no recognition for their work.
These are the facts regarding workers, but what are managers doing to minimise the impact? According to a survey of more than 2,400 CEOs, only 15% are concerned about employee turnover. These base their efforts primarily on retention plans, interestingly, a third of the 73% who say they have implemented such a plan admit that it has not been formalised. CEOs are also working on contributing to the sense of belonging and participate personally in the processes of selecting and welcoming employees.
At first glance, it seems that the reasons given for quitting are not being addressed by the measures implemented by general management. This situation will be assessed by HR experts, while it is our remit to analyse the situation in Facility Management
Double whammy for FM
The implications this may have for Facility Management professionals hinge on two scenarios: those on the customer’s side are well aware that it is not possible to work remotely, that business days are not 8 hours long, let alone that there can be a four-day working week. Added to this is the issue of insufficient professional recognition and lower salaries than in other positions. On the other side are the suppliers, who find themselves in similar circumstances. They have no fixed schedule, and they are not given the option to work from home. Their customers do not value them, their salaries are increasingly adjusted due to customer pressures, and the lack of professional development defines their workplace environment.
This is no revelation: the turnover rate was already high, so what’s the problem? The explanation is simple: according to the studies, all those who quit because of the post-COVID situation will not choose to work in the sector again. It will no longer be the case that when an employee resigns, they are replaced with someone from another company. From now on, two will leave and neither will return. We must brace ourselves and tackle this situation from within, since, let’s face it, there is no succession plan in place at the top, should the Facility Management Director, or whatever their job title, quit.
