The pandemic has undoubtedly had a profound impact on people and businesses around the world, with many now considering what it is they want from work and life. It has fueled the “Great Reshuffle” or the “Great Resignation” as some call it, as people rethink where they work, how they work, and importantly why they work, and look for opportunities that give them the balance they need to do all the things that are important to them. 

With the New Year being a prime time for people to search for new opportunities, research from LinkedIn finds that more than two-thirds of workers in the UK are considering changing jobs in 2022 – the highest figure amongst European workers – with one in five actively looking for a new role. Gen Z’s have the biggest desire for change with almost 8 in 10 (77%) considering the switch. This comes as 9 in 10 professionals are feeling confident in their current role, with many looking for a fresh challenge. Changing employee priorities and expectations won’t have gone unnoticed by HR professionals. Masters of adaptation – having led businesses through an incredibly tough two years – they have the foresight and experience to know that evolution is crucial to attracting and retaining great talent. That said, the likely disruption to businesses in the months ahead as employees vote with their feet and seek opportunities that better suit their needs may feel slightly relentless.

Looking ahead, it will be companies that evolve their employee value proposition and  reimagine where, when, and how work gets done that will have an edge. LinkedIn’s 10th annual Global Talent Trends report highlights three areas that organisations will need to embrace to attract, retain and grow talent in the year ahead. 

Creating greater flexibility
Employees have shown time and again over the past two years that remote working is not only possible for those who have jobs that can be done from anywhere, but can in fact be beneficial for both employers and employees alike. Our research finds that employees aren’t willing to give this flexibility up, with flexible work options proving vital when it comes to attracting and retaining talent. LinkedIn data shows that employees who are happy with their flexibility are 2.6x more likely to report being happy at work, and 2.1x more likely to recommend working for their company. 

Leaders are also seeing the benefits when it comes to performance and productivity. According to a study of 250+ C-level executives in the UK, the vast majority (86%) are changing their workplace policies as a result of COVID-19 to give employees more choice about where they work in the future. 

While greater flexibility is undoubtedly good for both people and businesses, a hybrid and remote workforce does also present new challenges which will need to be managed carefully to ensure that people who work remotely feel connected to their colleagues  and are treated equitably. For instance, nearly three quarters of employees in the UK are concerned that working from home could impact their career progression, particularly when it comes to promotions and pay rises. If not addressed, “proximity bias” could unfairly benefit those that choose to work from the office over those that choose to work remotely.

To ensure that flexible working is equitable for everyone, businesses will need to re-evaluate their entire working models and culture. Solutions could include training team members on how they can avoid forming biases, and changing the way that meetings are run so that everyone feels included regardless of where they are located.

Prioritising employee wellbeing
The reality is that if you don’t have a healthy, productive workforce – you won’t have a healthy, productive culture. And while flexibility has proven to be a critical driver of employee wellbeing, we’re seeing businesses go beyond this to show care and compassion to employees. 

During the pandemic, many employers bolstered mental health support within their Employee Assistance Program – providing their employees with access to meditation apps like Headspace and Calm. 

Another way that companies have sought to improve employee wellbeing is by giving time back to employees through half-days or shutdown weeks, or even streamlining internal processes to shorten and reduce unnecessary meetings. Peloton encourages their employees to block off time in their calendars to take care of important personal matters, as well as helping leaders to establish “no meeting” periods for their team. 

By using people analytics tools to identify problems, and training managers to be empathetic leaders, businesses can understand how their people are feeling and make a real difference to employee wellbeing. LinkedIn data shows that these initiatives make a significant impact – with employees who feel cared about at work 3.1x more likely to be happy in their jobs, and 3.7x more likely to recommend the company as a place to work. 

Reinventing company culture
One of the core drivers behind the Great Reshuffle is employees wanting a different relationship with work. By rethinking, renewing and prioritising company culture, businesses can stand out in this competitive talent market. A key part of this will be showcasing company culture through strong employer branding. 

We are just getting started in this new world of work and organisations everywhere are having to face the opportunities and challenges this brings. By increasing flexibility, focusing on wellbeing, and reimagining company culture – businesses can ensure their organisation remains attractive to existing employees and prospective talent, even in the face of change. 

With LinkedIn data showing that candidates are viewing 1.5x as many jobs before applying compared to 2019, culture can be a selling point for job seekers. Since the pandemic, the top three things that job seekers now want in their next role are good work-life balance, strong compensation and benefits, and excellent colleagues and culture. So while a focus on hypergrowth and rocket-high ambitions might well have worked to attract talent pre-pandemic, companies might now have more success by highlighting their flexibility, inclusive benefits and how they support employees.