Voluntary terminations on the rise in one in three companies

One in three employers (36 %) are currently seeing more voluntary terminations than before the pandemic. That's according to the latest labor market survey by Robert Half, a talent solutions provider. Respondents cited difficulties balancing work and family (13 %) as the top reason.

The most important reasons for voluntary terminations

Further decisive factors for voluntary job changes are concerns about job security (12 %) and the lack of prospects for salary increases or career opportunities (11 %). High workloads (11 %) and uncompetitive salaries (10 %) also lead to employees voluntarily leaving.

(Source: Robert Half Labor Market Study 2021)

Home office did not lead to improved work-life balance everywhere

In the 2019 labor market study, the main reasons for quitting were still too low a salary and the lack of prospects for a position with an international focus, according to Robert Half. "The motives for changing jobs have changed significantly. The home office options introduced in the pandemic have not led to an improvement in work-life balance for all employees," says Eva Mahoney, associate director at Robert Half in Zurich. "In addition, the economic shocks have raised many concerns about job security. In addition, companies struggling with the impact of the pandemic restrictions are currently unable to offer salary increases or development opportunities. This is contributing to higher churn."

Five tips against voluntary redundancies

Every voluntary termination causes costs and a loss of knowledge. Companies would rather keep their top employees - especially in times of a shortage of skilled workers. That's why active countermeasures are advisable. Eva Mahoney offers the following five tips on how employers can reduce the risk of their employees voluntarily quitting:

1. Transparent internal communication: If employees are worried about their jobs and quit for this reason, there may also be a misunderstanding. The employee may think that the company is in a bad way because of the current conditions - even though the real figures give no reason for this. This is where transparent internal employee communication can come in, providing information about the company's economic situation and openly stating its position.
2. Flexible work hours and remote work: Both improve the compatibility of family and career for many employees and contribute to greater satisfaction in terms of work-life balance. In many professions, a high degree of independent work and free time management is possible. This scope allows for creative work and individual breaks for reflection.
3. Appreciation express If you value your employees and give them the feeling that they are important to the company, you shape the group feeling and the emotional bond. The same applies to a good working atmosphere - here, the feel-good factor plays a major role.
4. Actively promote employees: Employees who do not want to stand still but have goals are grateful for cooperative employee development. They feel noticed, important and supported.
5. Living values and corporate culture: Values and corporate culture also play a major role: flat hierarchies, co-determination and communication at eye level strengthen the potential for identification. It is important that the corporate mission statements not only have an image-building effect on the outside, but are also lived out. Regularly reviewing this is an important management task.

Source and further information: Robert Half