InTents August/September 2022 - 45

Management (SHRM) reported that, on
average, replacing an employee costs
a company six to nine months of that
employee's salary. But those costs can
grow even higher.
Meanwhile, those employees who
stay often remain behind in low-morale,
poorly resourced environments.
Becoming an employer of choice
In our most recent pandemic research,
workers cite pay and lexibility as the
most important factors. We see many
employers addressing both with wage
increases and more lexible working
schedules for their hourly staff. For example,
our research has found that 70%
of companies are introducing more lexible
working arrangements, but most of
these programs target the professional
workforce rather than hourly workers.
With so many reasons for hourly
worker shortages, solutions to attracting
and retaining need to be varied and
targeted to the needs of this population.
Research has shown that the best, most
enduring solutions come from listening
to the workforce and focusing on their
unique needs.
Here are a few places to start:
* Pay really matters. But it's not
the only lever employers have in
enhancing the inancial position of
workers-think about take-home
pay, which can be addressed through
more working hours, affordable
healthcare and other beneits, such
as the availability of childcare.
* The work experience needs to be
a good one for all, so examine that
experience through the lens of
different population segments, and
make improvements that help. There
is a lot of diversity in the hourly/
frontline population, from working
parents to students to seniors.
* Don't forget that people want to
see a future with their employers
and whether there is advancement
potential. Letting employees know
about potential career paths goes a
long way in attracting good talent.
Create a better value proposition,
not just a paycheck
The pandemic has caused a value
shift within employees. The result?
Employers need to understand their
needs inside and outside work. This,
in turn, can reveal high-value workforce
investments that can serve as a
source of differentiation in a tight labor
market. Examples are emerging every
day, such as Amazon paying full fouryear
college tuition for its 750,000
hourly workers.
During the pandemic, companies
and society came to appreciate the
value of the frontline hourly workforce.
It held up many businesses that
otherwise would have been shuttered.
It's an often-overlooked segment
that is essential to the viability of
many industries. With demand for
hourly workers high and availability
low, this talent pool now has the
option to be more selective. The rise
of an empowered hourly workforce
demands that we listen more closely to
what these employees value and need
if we want to maintain a competitive
advantage with this segment.
With 42% of companies saying
voluntary attrition and turnover
is higher than usual among hourly,
frontline workers, the competition for
this talent will be won and lost with
listening, empathizing and ultimately
customizing your employee value
proposition. In doing so, you create
the deinitive benchmark-one built
by you for the greater good of your
organization and your people.
Mary Ann Sardone is a partner and career
market business leader at Mercer, US East.
InTentsMag.com 45
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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
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