What kind of factor caused you the epidemic? There are three types – News Couple

What kind of factor caused you the epidemic? There are three types

A record number of Americans are leaving their jobs, and the hot job market is showing no signs of cooling. With so much change in the workforce, workers at every job level and across industries have an unprecedented opportunity to craft their current job into their dream job — or quit and find it elsewhere.

As the country continues to emerge from the pandemic, more than four in 10 US workers (42%) say they are “thriving” at work, with nearly (39%) saying they are “hurrying up,” according to CNBC’s latest | Real-time labor force survey. The survey, which was conducted on more than 11,000 workers in the United States from October 18-25, found that only 15% of workers say they are “struggling” at work these days.

These numbers reflect a remarkable wave of optimism among a workforce that has gone through a year and a half of challenges related to the COVID-19 pandemic: first shutdowns and layoffs, then endless days of working from home.

The job reshuffle that began this summer has prompted many workers to rethink their careers, especially those who feel disconnected from colleagues, underappreciated, or simply overwhelmed. Managers who can spot a struggling employee early or take steps to turn the ship into a thriving one will be in a better position as the “Great Resignation” continues.

Scholars, condoms, and combatants make up three distinct groups in the workforce. Leaders are generally happier with their jobs, more connected to their colleagues, more loyal to employers, and less likely to quit. On the other hand, defaulters have the lowest scores on all measures of job satisfaction and, in turn, are the biggest threat of attrition in the near future. The coasters fall somewhere in the middle.

The interrelated components of job satisfaction

In every new iteration of CNBC | Real-time Workforce Survey, we calculate an index based on responses to five questions designed to represent workers’ satisfaction with their pay, their chances of advancement, their job recognition, their job control, and the amount of meaning they derive from their work.

In these latest results, the Workforce Happiness Index has held steady at a score of 72/100, unchanged from April of this year and November of 2020. Exhibitors score 83, coasters score 67, and defaulters score 58.

On nearly every question even incidentally related to job satisfaction, “boomers” scored themselves higher than “coasters,” who in turn scored higher than “flatters.”

Nearly everyone who says they thrive in their current job finds their work to be highly or somewhat meaningful, topping 88% of coasters and 80% of fighters saying the same.

More seriously, 86% of sponsors say they are well paid, compared to 71% of coasters and 51% of campaigners; And 79% of sponsors say they have excellent or good opportunities for career advancement, compared to 54% of runners and 39% of falters.

Managers and HR teams should take note: All of these factors are clearly intertwined in the entire employee experience. Workers who get a high score on one scale are very likely to get high scores on all the others, and there are simply no workers who consider themselves thriving while at the same time feeling that they are underpaid, such that their work does not make sense or likes their contributions is not valued their colleagues.

Thrivers are not leaving

With record high attrition rates, managers and executives face increasing pressure to retain high-performing employees. This latest survey data suggests that they may want to pay extra attention to who participates in Zoom meetings and who goes the extra mile to welcome new team members, along with a deep dive into data from employee engagement surveys to find out how workers really feel about their work.

A third of all workers (33%) said they had seriously considered leaving their jobs in the past three months, with this statistic rising to 39% among workers aged 18-34.

Workers who consider themselves thriving are half as likely as smokers (18% vs. 40%) and three times less apt than fighters (62%) to say they have considered quitting. The riders are also less likely to say their teams are understaffed (45%) compared to the coasters (52%) and especially with the fighters (71%).

More than half of sponsors (54%) say they feel more loyalty to their company now than they did before the pandemic; This is more than double the rate among coasters (24%) and three times the rate among defaulters (17%). Pioneers are also more likely to feel connected to their colleagues now than before from the pandemic (47%), while only 21% of coasters and 18% of fighters feel the same.

Just like the components of happiness listed above, these measures of engagement are clearly correlated. Workers who are happy with their work, who have strong personal relationships with their colleagues and loyalty to their company, will of course always be committed to their jobs. What is even more surprising is how true this is even after the huge challenges posed by the pandemic.

Remote workers participate just like those who show up in the office

Although most workers (64%) have returned to the office full time, 16% said they still only work from home and 17% split their time between the two locations. But according to the survey data, those who stayed home are no less motivated, engaged, and communicative as those who returned to their daily commute.

For the most part, remote, in-person, and hybrid workers are equally likely to identify themselves as boomers, stooges, and fighters; About four in 10 of each group are known to be thriving and charming while far fewer say they are struggling.

Back in April of this year, many workers began to wonder whether the imminent reopening of offices would create a double class of workers: one group of ambitious colleagues who come to their offices every day to spend time with senior officials, and the other group of less motivated workers Who prefer to trade on a fast track to upgrade for the comforts of home. While this concern remains prevalent today, the data does not support the hypothesis, at least not yet: thriving and recovering employees are evenly distributed between the office and the home office — and hybrid work, too.

Wharton professor Adam Grant sparked a flurry of admiration for an article in the New York Times that called “vulnerability” the “dominant emotion of 2021.” But as the pandemic subsided, weakness gave way — if not boom — at least to the end of the year more favorably than it started for most people in the workplace.

To join CNBC’s Workforce Executive Board, apply at cnbccouncils.com/wec.

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