“If your trigger for moving is money-driven, it might not always give you the job satisfaction on the other side,” Grant said.
“They might not be learning a lot and developing a lot and not being happy… Unless you work through that, you might step into a new role and it might be the exact same challenges.”
Some workers have come to this realization and are returning to their former employers (who welcome them with open arms) to higher positions with better pay, in what the vice president of research and HR consulting at Gartner, Aaron McEwan, calls the “boomerang phenomenon”.
Remote work has also made changing jobs arguably easier than it has ever been in history. Although the talent pool is larger now that borders have opened up, organizations find themselves jostling with global rivals.
“Before the pandemic, if I was offered a job in Perth, it meant taking my kids out of school and moving; you might as well be in another country,” McEwan said.
“When you have jobs that can literally be done from anywhere, the cost of change, economic, social and family impact [standpoint], is actually much lower. As a result, we expect attrition rates to remain high forever. »
Social media has also made poaching faster, easier and cheaper than ever. “There’s very little cost to sending someone requests or reaching out to them on their Instagram account,” McEwan said.
In key critical skills shortage areas such as digital and tech, some employees are being messaged so frequently that they have “removed” their LinkedIn accounts, making it even more difficult for organizations to find talent, a he added.
Winners and losers
All of these factors gave the job candidates the upper hand. Employers will need to be the ‘full package’ for their selection of top talent as the cost of living continues to rise and frequent unsolicited messages from recruiters on LinkedIn become a common experience within the workforce . In this environment, the “old tools” of promotions and money don’t speak as loudly as they once did, McEwan says.
“How about using a different set of tools?” he asked, pointing to more reasonable workloads and better work-life balance. Companies like Atlassian, known for its “TEAM Anywhere” policy and environmental approach, don’t strive for talent to the same degree as other companies, he added.
“It’s that radical flexibility that people really want.”
But the proactive poaching strategy is one that typically benefits large employers, according to Sally McKibbin, career coach at Indeed.
“Unfortunately, it is often the smaller organizations that fall victim to talent poaching, as they can struggle to compete with larger organizations when it comes to attractive salaries, career development opportunities, and various other perks and benefits that large organizations can offer,” she said.
Recruiters are benefiting from strong demand for their services, while some organizations that choose to handle poaching themselves are compiling “internal databases” of employees from competing companies, McKibbin said.
Workers could find themselves participating in the hunting process. “Employee references can be a great source of target identification,” she said.
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