Since 2012, we have been conducting a study together with forsa on the willingness of German employees to change jobs – and we were really looking forward to the results after two years dominated by the pandemic. Much has been written about how much COVID has upended the work environment. In the USA, a huge wave of layoffs is sweeping the country, often referred to as the “Great Resignation”.It remains to be seen whether it will reach German-speaking countries in a similar fashion.But here, too, a record number of positions are unfilled, and the trend is rising.And, as the latest forsa study illustrates: The willingness to change jobs has increased. In Germany, for example, almost four out of ten respondents are open to a new job or have indeed already taken concrete steps, which is four percentage points above the previous year.And among those aged 30 to 39, almost one in two (48%) is prepared to leave for a new employer.
Bad management as a reason for quitting
In fact, since the beginning of the pandemic, about ten percent of the employed in Germany have left, while in Switzerland and Austria it was even one in four. Interestingly, the reasons why employees think about a new job – most often the desire for a higher salary – are not identical to the reasons for actually changing jobs.This decision is more often based on corporate culture. We know that (to be honest) people apply for a job at a company and also leave a company because of the manager.The forsa figures gathered during the pandemic confirm as much. Leadership (28%), work-life balance (27%), and the task description (24%) were decisive factors for a change, while financial motives tended to take a back seat at 19%.
I find it remarkable that every fourth employee quit without a new job lined up – a development that would seem surprising in the rather security-oriented German-speaking region. At first glance, these comparatively high figures present many companies with an uncomfortable scenario, especially in sectors with a shortage of skilled workers.In the long run, however, it also creates opportunities: not only for applicants, but also for recruiting.
HR departments contribute decisively to corporate success
In view of the dramatic situation on the labour market, companies must realise that it is them who increasingly have to compete for talent.More than ever, they need suitable employees to secure their future.However, the labour market is changing from a supplier market to a demand market, and thus recruiting is increasingly becoming one of the main strategic pillars of corporate success.New Hiring is therefore not only the task of HR, but of the entire company.However, the framework has changed due to the pandemic. New Work has arrived in everyday life and has ostensibly become “the new normal”.The forsa study confirms that flexible working models and self-determination are no longer only on a wish that employees have, but a prerequisite.
New Hiring: rethinking urgently needed
These new parameters also mean we need to rethink recruiting.What is needed are up-to-date, intelligent concepts, methods, and solutions for tomorrow’s working environment and a proactive and increasingly individualised approach. In short: New Hiring. What does that mean in concrete terms?
Companies have to adjust their recruiting strategies. They have to approach candidates at an early stage and monitor their potential.Here, intelligent data analysis tools can offer a crucial advantage, for example, by automatically creating talent pools that highlight who has indicated the company as a desired workplace. Or you can use special filter functions to look for suitable candidates who may not have applied for a job but have the right qualifications for it.
It will be important to figure out to what extent applicants also fit the corporate culture. The forsa study illustrates the importance of this cultural fit:since the pandemic, corporate culture has become increasingly important as a criterion for the attractiveness of a company.For 59% of those surveyed, good leadership skills at a potential employer are decisive, closely followed by flexible working hours (57%), a higher salary (54%), personal fulfilment (52%), and the possibility of working remotely.This also means that companies need to take a conscious look at their culture: what are the aspects that make the company successful, and what do employees think are the areas in need of development.Assessment platforms that focus on corporate culture are helpful here.
In the next step, the candidate’s journey must be consistently aligned with the target groups and their needs; and above all, it has to become smoother.Because today, application processes often still take far too long.Last year, it took an average of 124 days to fill a vacancy with a suitably qualified person. That is 38 days more than in 2015 and 67 days more than in 2010 – and during this time qualified candidates often drop out.Therefore, digital tools are indispensable in the implementation of New Hiring concepts to efficiently reduce the overall time-to-hire:Applicant Tracking Systems (ATS) as well as smart solutions for applicant management, networking, and communication.They not only help to shorten the response time, but also to optimally tailor communication content to the applicant and a positive candidate experience.
Conclusion:
These measures are important steps on the path for companies and HR departments to optimise their recruiting processes – now it’s a matter of taking these steps.Because if you are well positioned for the future, the willingness of German employees to change jobs can actually turn into an opportunity for your own company.
