InTents August/September 2022 - 44

business | management
Attract the hourly workforce
Become the benchmark to get-and keep-the workforce you need.
by Mary Ann Sardone
T
Fifty-two percent of
voluntarily exiting
employees say
their managers or
organizations could
have done something
to prevent them from
leaving their jobs.
he rapid pace of change due to
COVID-19 and its impact on hiring
and retaining hourly employees
demands a new source of insight to
distinguish yourself as an employer.
Historically, most employers turn to
benchmarking as a irst step toward
enhancing their employee attraction
and retention efforts. But a new source
is emerging, and that new source is your
own employees. Making the unique
needs of your own hourly workforce a
new benchmark to consider provides
the information that will differentiate
you from the many companies in
competition for your talent.
With employees holding out for
higher income, more lexibility and
safer working environments, you need
to get creative rather than just following
the pack. The moment calls for an agile
approach, one that involves trying new
things so that you fail-or succeed-
quickly. After all, hiring hourly workers
won't be getting easier any time soon.
According to the U.S. Bureau of Labor
Statistics' Employment Projections
(September 2020), the U.S. worker
growth rate over the next 10 years is
estimated at just 0.4%. Such anemic
growth means reliable scheduling,
guaranteed annual income, and
investments in education and training
are all in the conversation mix.
Where did hourly workers go?
A number of issues explain the " disappearance "
of the desperately needed
frontline worker. Some workers have
44 intents aug-sept 2022
jumped from struggling industries to
booming ones (waiter to warehouse).
Many still have a signiicant amount of
fear about the safety of frontline work.
And others have decided to remain on
the sidelines, reassess their employment
situations and upgrade to new
jobs that allow for higher, more stable
income and lexibility. For many women,
the continued lack of childcare and/
or consistent school schedules have
made it dificult to return (3.8 million
women left the workforce in 2020, according
to a report from the National
Women's Law Center in July 2021).
Finally, migrations from expensive cities
to more affordable areas have simply
resulted in fewer available workers
in higher-demand urban cores.
The high cost of low retention
Attracting new workers is not the only
challenge. Retaining the current workforce,
which is experiencing many of
the same stressors as workers who
have left, remains a problem. We all see
the headlines about frontline healthcare
workers, for example. Exhausted,
stressed out and oftentimes fearing for
their own safety, many frontline workers
are looking for the exit.
Fifty-two percent of voluntarily
exiting employees say their managers
or organizations could have done
something to prevent them from leaving
their jobs, according to Gallup.
The cost to everyone in the workplace
ecosystem is signiicant.
The Society for Human Resource

InTents August/September 2022

Table of Contents for the Digital Edition of InTents August/September 2022

InTents August/September 2022 - Cover1
InTents August/September 2022 - Cover2
InTents August/September 2022 - 1
InTents August/September 2022 - 2
InTents August/September 2022 - 3
InTents August/September 2022 - 4
InTents August/September 2022 - 5
InTents August/September 2022 - 6
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