How to manage the Great Resignation

IN THE NOT-SO-DISTANT past, bosses did not have to worry as much about their workforces. Newcomers could absorb the corporate culture osmotically. Workers’ families were invisible, not constantly interrupting Zoom calls. Employees had a job, not a voice. Now firms have to “be intentional” (management-speak for thinking) about everything from the point of the office to how staff communicate with each other. Retention is the latest area to require attention.

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The spike in staff departures known as the Great Resignation is centred on America: a record 3% of the workforce there quit their jobs in September.

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