“Employees who feel pulled apart from their organizations, their colleagues and their work are 57% less likely to be high performers.”

“Despite increasing employee burnout, 77% of HR leaders globally believe that high performing employees work longer hours than average employees.”

“Organizations will pull together in new ways being more human and focusing on: Proactive Rest, Intentional Interactions and Patient Growth." 

“Proactive rest reduces burnout – just 2% of employees at organizations with available, accessible and effective rest are burnt out versus 22% of employees at organizations without.”

“When organizations provide opportunities for intentional interaction, their employees are 5 times as likely to be on a high performing team.”

“Employees who feel their organizations support their broad development at work are 9 times as likely to feel loyal to their employer and twice as likely to stay at the organization.”

“Regarding work, women are more disengaged than men – 41% of women often think about quitting their job compared to 36% of men, while 40% of women have become less enthusiastic about work compared to 35% of men.”

“Women consistently perform three jobs: they work their day job; they are caretakers, both outside and inside of their day job; they take on ‘invisible work,’ which is often known as cognitive load or emotional labor.” 

“Broadly, the day job is designed in a way that creates friction with caretaking and invisible work. The solution is not to fix women, but to fix work design to make work more equitable.”

“There are three mindset shifts that HR can implement to redesign work:

• Expect flexibility across the entire team and empower managers to calibrate work.

• Reap the rewards of caretaking through empathy building and rethinking role criteria.

• Redefine “professional” to be inclusive of all.”

“Fixing work design for women will benefit men, too, as men also want a different work-life balance compared to before the pandemic: three quarters of women and men want to spend more time on personal life and with family than before the pandemic.”

“Sixty-five percent of HR leaders believe employees are leaving because other organizations look better.”

“Ultimately, employees stay when their organization helps them get what they want out of their personal and professional life.”

“Seventy-six percent of employees reported they are satisfied with their role, and 71% say they are satisfied with their current organization. Yet, more than half of employees say they are open to other opportunities.”

“To get ahead of attrition, organizations must identify who is at risk of leaving and what matters most to these employees – something that is more challenging with high satisfaction levels that render traditional mechanisms unhelpful.” 

“HR must connect the dots between what the organization offers and where employees can seek out better experiences internally, instead of seeking that change outside of the organization.”

"Employers must identify how they can improve upon negative aspects of their employee experience and keep pace with shifting employee expectations before it becomes a real problem."