HR executives are following an outdated, pre-COVID talent playbook

William of England
By William of England 5 Min Read

Workforce planning and execution post-pandemic has felt like working on a hamster wheel for a lot of HR executives. 

“Our talent practices, like how we do performance management and succession hiring, are still built for another era. They’re exhausting for the HR population to distribute, and they take a long time for managers to get up to speed,” says Kate Bravery, a companion and international advisory options and insights chief at HR consulting agency Mercer. She’s additionally the coauthor of Work Different: 10 Truths for Winning in the People Age, which examines the modified employee-employer relationship.

One of the core challenges HR leaders face is a scarcity of unity with CEOs on talent priorities. According to knowledge from Mercer’s upcoming 2024 international talent tendencies report, HR leaders view work-life stability, belonging, and truthful pay as most essential for workers, whereas CEOs are prioritizing short-term points, like combating inflation and versatile work, over long-term strategic planning.

“Our strategic thinking has atrophied so much in the last few years. And it’s really worrying because executives don’t seem to see that they are in this react and respond [mindset], which is really not good for our futures,” says Bravery.

This rat race isn’t simply within the C-suite—staff are experiencing the same phenomenon. Eighty-two % say they really feel liable to burnout, based on Mercer’s latest international talent tendencies knowledge, nicely above pre-pandemic ranges (63% in 2020). Workers recognized monetary pressure, exhaustion, and too-heavy workloads as the most important drivers of their burnout. But, because of quiet quitting, these burned-out staff aren’t leaving.

“I actually think the biggest risk at the moment is not the people who are leaving your organization; it’s the people who are staying, who are not engaged, de-energized…and fear they can’t get another job,” says Bravery.

This burnout additionally impacts greater talent initiatives, equivalent to AI implementation within the office. Employees who are quiet quitting or disengaged at work are much less more likely to really feel motivated to be taught new expertise.

“Just telling people, ‘You need to do this, you need to prioritize more,’ [or] telling HR, ‘You need to optimize more talent and diversity’…clearly, that hasn’t worked. Because the sense of burnout has gone up, not down,” says Bravery. “We have to take a different approach. And I do think that technology is a big part of that new equation, but we need to think intentionally about how we introduce it. Otherwise, we just add to the noise.”

Paige McGlauflin[email protected]@paidion

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