The Wall Street Journal’s Post

🤫🚶♀️Mid-career workers are quitting in record numbers Are revamped job descriptions the key to retention? Discover how to keep your team engaged and motivated by aligning their roles with their true passions. #careergrowth #employeeretention #workplaceculture #hrtrends #quietquitting #leadership Read more: https://trib.al/PMpNOBL

In the era of the Great Resignation and "quiet quitting," a recent Pew Research Center survey reveals that only about 1/2 of U.S. workers are extremely or very satisfied with their jobs overall. While satisfaction with pay, promotions, and training opportunities remains low, there’s good news too 👍 Many workers report high satisfaction with their relationships at work—67% with co-workers and 62% with supervisors. Plus, a majority feel respected (78%) and valued (62%) in the workplace. 🤔 So, in light of this. . . what is ONE thing as a leader you’re going to focus on this week with your team? #pewresearch #jobsatisfaction #greatresignation

39% of workers don't want a promotion because they like their current jobs and 34% of workers never want to become managers. This an interesting statistic and could be viewed as a positive or negative. Positive spin is that people like what they are doing and don't feel like they have to aim for a goal/position that would not make them happy. I think these numbers are not positive ones though. The article references workers don't want promotions because they like their current job. In the conversations I have had with candidates over the last ~6 months, people are scared of the market right now. If they are comfortable in their role and are high performing, why should they aim for a higher position when they see so many companies laying people off on LinkedIn each day? For the 34% who never want to become managers, what does that say? Are people comfortable enough to where they are happy with their pay, responsibilities, etc and want to focus on things outside of work? Or could it be that they have had such negative experiences with managers that they are of the "I don't ever want to do that" mindset? These numbers are a red flag to me as opposed to a positive. What are your thoughts? https://lnkd.in/eME-UzcH.

The concept of "dry promotions" is gaining attention, leaving employees to ponder the potential gains and losses. A dry promotion, sans an immediate salary increase, presents a nuanced scenario that requires careful consideration. Here’s what I think: For those in immediate need of a pay raise, the absence of financial gratification might pose a challenge. The impact on one's current financial situation is a pivotal factor to evaluate before embracing a dry promotion. On the flip side, if the proposed role aligns seamlessly with an individual's career goals, offering opportunities for skill enhancement and professional growth, the dry promotion could be more than a mere title change. It becomes a strategic move towards a more significant role in the future. A supportive and appreciative team can transform the dry promotion into a valuable experience. If an employee feels valued and recognized within their current team, the non-monetary benefits might outweigh the absence of an immediate pay bump. However, the decision-making process must consider the potential disruption to work-life balance. If the increased responsibilities threaten to tip the scale, negatively impacting personal well-being, the allure of a dry promotion diminishes. Every professional's circumstances are unique. A dry promotion might be an ideal manoeuvre for some, offering a platform to showcase capabilities and set the stage for future financial gains. For others, especially those in pressing financial situations or seeking a more balanced work-life equation, it might not be the optimal choice. The analysis should be a personalised exploration of one's financial standing, career aspirations, team dynamics, and the delicate balance between work and life. The key lies in understanding one's unique circumstances and making a decision that aligns with both short-term needs and long-term goals. #DryPromotion #FamilyValues #Career #MidCareerSwitch #LBFalumni #SkyHighTower P.S - Get my ultimate guide to making a mid-career switch here: https://lnkd.in/gF46yPZS 

Having spent nearly 3 years in HR, I've gained insights into why employees leave. I've identified 6 different service periods, each with distinct reasons for quitting: 🚶♀️ 𝗟𝗲𝗮𝘃𝗶𝗻𝗴 𝗪𝗶𝘁𝗵𝗶𝗻 𝟭 𝗠𝗼𝗻𝘁𝗵 Reason: HR and Team Dynamics Confusion around the company's training process. Difficulty in communicating with colleagues or team members. Being left to navigate challenges alone after joining. Insecurity regarding the company's management. Lack of development opportunities for new employees. 🚶♀️ 𝗟𝗲𝗮𝘃𝗶𝗻𝗴 𝗪𝗶𝘁𝗵𝗶𝗻 𝟯 𝗠𝗼𝗻𝘁𝗵𝘀 Reason: Misalignment with Leadership After 3 months, employees may find a disconnect with their supervisor’s values, management style, work objectives, or approach. 🚶♀️ 𝗟𝗲𝗮𝘃𝗶𝗻𝗴 𝗪𝗶𝘁𝗵𝗶𝗻 𝟲 𝗠𝗼𝗻𝘁𝗵𝘀 Reason: Company Culture Employees may leave if they feel the company doesn’t provide equal treatment, learning opportunities, or a path where personal and corporate goals align for mutual growth. 🚶♀️ 𝗟𝗲𝗮𝘃𝗶𝗻𝗴 𝗔𝗳𝘁𝗲𝗿 𝟭 𝗬𝗲𝗮𝗿 Reason: Compensation After a year of contributions and building networks, employees often reassess whether their compensation matches their value, focusing more on financial reward than company loyalty. 🚶♀️ 𝗟𝗲𝗮𝘃𝗶𝗻𝗴 𝗔𝗳𝘁𝗲𝗿 𝟯 𝗬𝗲𝗮𝗿𝘀 Reason: Professional Development With experience and seniority, employees start considering whether the company still offers growth potential, or if there are better opportunities elsewhere for their future development. 🚶♀️ 𝗟𝗲𝗮𝘃𝗶𝗻𝗴 𝗔𝗳𝘁𝗲𝗿 𝟲 𝗬𝗲𝗮𝗿𝘀 Reason: Stability and Opportunity Long-term employees with substantial experience and networks may only consider leaving if a significantly better offer comes along, as quitting carries higher risks. #recruitment #turnover #talent #trend #copied

Are dry promotions worth it? 🤔 Check out this insightful article from MenerationX on navigating compensation and career growth strategies. The piece offers valuable insights into the challenges professionals face and provides practical tips for overcoming them. I found the discussion on the importance of aligning career growth with compensation particularly enlightening. It's crucial to seek opportunities that not only offer a title change but also align with your long-term career goals and financial aspirations. What are your thoughts on this topic? Have you encountered dry promotions in your career? How did you navigate through them? Share your experiences in the comments below! Let's start a conversation and learn from each other's journeys. #CareerGrowth #CompensationStrategies #ProfessionalDevelopment https://lnkd.in/gMHaxHEh

The Corporate Appraisal Season: A Rollercoaster of Emotions and Opportunities 👨💼 As we inch closer to the end of the financial year, my LinkedIn feed is buzzing with hiring alerts, promotion alerts and "open to work" notifications. It's that time of the year again when corporate employees brace themselves for the annual appraisal cycle—a pivotal moment that sets the tone for the year ahead. It feels akin to being in the final overs of a cricket match, where every run scored could make or break the game. The anticipation is palpable as individuals eagerly await to see if their hard work and dedication will be duly recognised. For some, the outcome brings jubilation and a renewed sense of purpose as they celebrate their well-deserved promotions and pay raises, ready to tackle the challenges of the new year with gusto. But for others, it may be a time of reflection and reconsideration, as they assess whether their contributions have been truly valued. And so, the dance begins. As employees evaluate their options and polish their resumes, HR professionals are on the lookout for talented individuals who may have been overlooked in their current roles—a symbiotic relationship fuelled by the ever-changing landscape of corporate dynamics. Amidst the flurry of emotions and opportunities, one thing remains constant: CHANGE. Whether it's growth within the same organisation or charting a new path elsewhere, the corporate appraisal season serves as a reminder that progress is inevitable. So, as we navigate this season of transition, let's embrace the opportunities that come our way and remember that every twist and turn in our career journey is a stepping stone towards personal and professional growth. #corporateappraisals #Growth #progress #embracechange #happynewyear #careergrowth #foodforthought

“Businesses are increasingly removing college degree requirements from some job descriptions and shifting to skills-based hiring. But a recent report from the Burning Glass Institute and Harvard Business School found that most companies that say they are adopting skills-first hiring are not actually translating that into practice.” Why is it acceptable for businesses to window dress their hiring practices? Then spend capital on conferences with other businesses to find processes to achieve the goal in practice. Searching for answers with others could be a slick procrastination. Perhaps it boils down to leaders not having skills for internal development of workers. Assigning skill certification programs to job positions may be too daunting for leaders to implement. #hiringpractices

This is NOT a political post. It is a PEOPLE post. People who are out of work. They can not get interviews, can not find new jobs, but they have plenty of experience and a willingness to work. MEDIAN AGE OF U.S. HOUSE AND SENATE MEMBERS: - The median age for the U.S. House of Representatives is 57.9 years - The median age for the U.S. Senate is 65.3 years MEDIAN AGE OF U.S. AND GLOBAL EXECUTIVES: - The median age of U.S. C level executives/CEO's? 57 years - The median age of CEO’s globally? 59.2 years As we see from the data listed above, people over age 50 are considered viable, vibrant and qualified to run companies large and small, and be in some of the highest positions of authority in our government. Why is it then, we have a growing trend to eliminate this age group from the workplace!? When did someone over 50 but under 65 become useless, troublesome and in need of being released at the earliest opportunity? We see in some cases tenured staff are replaced by less experienced (less expensive) counterparts. I cannot make sense of it. The benefit of the wisdom and expertise a tenured employee brings to the table should increase their value add, and that value add should be needed by companies. I am by no means saying there should not be inexperienced employees hired, of course there should be. BUT not at the expense of dumping all of a company’s tenured employees. BASIC LEVELS OF EMPLOYMENT: - First level: The new, fresh to the market young employees - Second level: The mid-level employees who are good producers, and those who are starting to point their career toward moving into management - Third level: Newly advanced management trainees, and experienced employees who produce great work product. - Fourth level: The highly tenured employees with expertise in their area and the high-level management leaders who are in the Director level positions and beyond. Currently, a growing number of the fourth level employees (age 50 & up) are being dumped out into the job market, when they are supposed to be a valued member of their teams. It is beyond devastating. This is the time when they are supposed to be getting respect for their tenure, fulfillment in their work, doing mentoring, and continue working until a much later (years later!!) time when they are actually ready to retire. The big kicker, they are getting dumped out into the job market and practically no one is interested in hiring them. WHAT CAN BE DONE? Data Resource Cited: https://lnkd.in/g3GibD_r #ageism #jobmarkettrend #agediscrimination #jobadvice #ageisanumber #fixit