Just ahead on Lessons for Home, Work and Life, we're talking about The Great Reassessment.

Some call it The Great Resignation.

Americans have been quitting their jobs at unprecedented rates.

Tonight's critical conversation brings discussion and advice from four more great central Illinois leaders, and it all starts right now.

(gentle music) Good evening, thanks so much for joining us.

I'm Amy Burkett.

Gallup data shows nearly 50% of all Americans are actually searching for new job opportunities.

Businesses in low wage, stressful jobs are seeing the most vacancies.

Workers in entertainment, healthcare, education, and the arts left their jobs at the highest rates over the last year.

We've got a great panel to discuss the issue and offer some suggestions for employees and individuals considering a change.

Let's meet them now.

We begin with Evan Jenkins, Business Development Director at Manpower.

Evan talk to us.

You, Manpower, I mean, you are trying to get people in positions.

How challenging has this been?

- Yeah, thanks for having me, Amy.

First of all, I really appreciate being here, excited to be here.

So at Manpower, we do a couple of different things.

Obviously, we help people find and navigate what their next step in their career is going to look like, and then companies find their top talent.

So, we are definitely seeing people make some changes within their careers and have a shift in what their priorities look like.

There's definitely people who are looking for a change, whether they were in the service industry before, in a manufacturing industry before, who are open to other opportunities more than ever right now.

- Next up, Lee Fox, ISU Assistant Superintendent of Building Services.

Lee, talk to us a little bit about what are you seeing?

Are people leaving by the droves?

- Well, thanks again for having me here today, and they're not leaving by the grow, but they're not staying.

I think people are more locked now to move to a greener pastures, and it just makes it tough on us trying to keep people on hand.

- You know, but you mentioned that word greener pastures.

It's not always greener pastures.

- Sure.

- It just seems that people want to, they think the pasture's greener on the other side, but it's not always the case.

- That's the case, absolutely.

- Next up, Chris Reis is general manager of Country Club of Peoria.

Chris, talk to us a little bit.

You're in that service sector, - Yeah.

- and it's gotta be difficult to keep employees.

- It has been, you know, and really, we've kind of focused on keeping our current employees and kinda reassessing, you know, and adding more value to their job.

You know, we have seen, again, I'm in the food, part of my business is the food and beverage industry.

We sell a service.

So again, we have to have it at a certain level, but what, you know, and we've seen people come and go.

Again, people are not getting into the food and beverage industry like they used to.

So yeah, we're seeing that, but what we're trying to do is invest in the people that are there, kind of reassessing and reeducating our staff.

And Hey, we may have to do it a little bit different because we just have a few less people.

It's been difficult, but I think the people that have stayed and the people that have come in are enjoying it and say, Hey, okay, this is a little bit different but, and the other part was we try to create a really good culture that people are enjoying their jobs.

And that's huge with me is that people need to enjoy their jobs.

So we try to make a fun environment for those that are with us.

- Thank you so much.

Next up, Tyler Eads is director of operations for STL IT services and staffing.

The IT industry, lots of change happening there as well.

- Mm hmm, absolutely.

IT, you've seen a lot of the resignations come from opportunities at hand for remote opportunities to be able to go back to the culture like Chris was saying.

There's, you gotta find that balance between what people are looking for and what they need have an opportunity.

So the resignation might not be because they're unhappy with what their current position is, but what another position might be offering, whether it's benefits, whether it's higher pay, whether it's remote.

There's a lot of just different variables that go into the IT staffing.

- You know, I've done some reading where IT professionals are some of the highest paid.

Are you seeing because there's so much movement, are you seeing an increase in wages?

- Absolutely, definitely, I wouldn't say an inflation.

I think there's just a change.

People are understanding their value.

So whether that's a current company that's going back and giving them opportunities, there is another person that's willing to take a chance on them.

Maybe it's due to education increase, things like that, but pay has definitely been a big variable into the factor of just the resignation and change as a whole.

- Lee, talk to us again about how have you been able to maybe retain some people that might have been looking to leave?

- Well, you know, the thing is try to get them look at the big picture as far as the job that they're doing is making a difference in someone life, and they can see it each day when they report to work.

And it's just a valuable when you are making this different in people lives.

- Chris, what have you seen as the greatest tool in your toolbox to keep employees?

- Engaging, engage with them.

You know, again, it's, I find that, and right now, it's about the purpose.

You know, everyone wants to know what the purpose is in my job, is to engage with them, you know?

For everyone, from, you know, for us from the dishwasher to a high management person it's not only about just the job, but it's about who they are.

And we try to just, you know, I go around, Hey, how's the kids today?

How's everybody?

Engage them in the process.

You know, again, we are a family.

Sometimes we see each other more than we see our own families.

So it is about engagement, you know?

And again, that they're part of the process.

They're part of what we do.

Well, I've got a lot of great employees, but a lot of 'em are people that I actually have a, you know, we're kinda friends.

Hey, you know what?

How's this, how's so and so?

I think that's important right now.

And that's important in keeping people is that they feel engaged and they feel part of that culture.

- Evan, through Manpower, is it often people are, you mentioned they're looking for their next opportunity.

They're in transition.

So does that mean you're seeing even more change than usual?

- Yeah, you know, Chris and these guys are saying it really well.

I mean, we are seeing people change, and are looking for a different sort of job.

They are, the demand for employees right now, reality is that companies are having a hard time retaining their people, and people are making transitions to where there's a lot more short lived employment, and that's certainly something that we're seeing today where, you know, 20, 30 years ago, we saw people who started jobs, who they're probably still at today.

And those jobs are the jobs that we're hiring for now where that turnover, that attrition rate has just been compounded within the past couple of years.

So there's definitely a shift that's happened, and people are making those transitions, yes.

- Well, Harvard Business Review has these tips to help retain talent.

Make it easier for commuting employees, increase wages.

Many companies have kept their starting wage at around 30,000 for the last 20 years.

With inflation, that should be about 45,000.

Big technology firms are offering free childcare, reimbursing college tuition, and so many other things.

Are you seeing any creative things that people are doing to be able to keep their employees?

Or what have you been able to do, Chris?

- You know, for my employees, one of the always the trouble areas is childcare.

You know, again, I, for whatever reason, I have a lot of single parents.

So when childcare becomes an issue, it is, that's when I get the call or, Hey, I can't make it into work.

We've actually tried to connect people with each other.

Hey, I worked during the days, maybe I can watch your kids at night.

We've actually started to kinda talk about bringing maybe something in-house.

It's still kinda very, let's talk about this because there's some things related to that.

Again, you've gotta keep talking to them because again, whatever affects 'em in their personal life is gonna affect them in the workplace.

So childcare is huge, you know, for a lot of my staff, is just making sure that they have it and that they're not paying out of the nose too, that okay, I'm coming to work to pay for childcare.

This doesn't make any sense.

Why do I work?

So I find, yeah, childcare's been a big one, especially during all of this, because again, kids have been outta school, kids have been you know, staying at home.

So we've had to kinda change our system and how we do things, but we try to connect people too amongst 'cause they're also having kind of the same issues.

So it's been interesting, an interesting discussion.

- Tyler, any creative things that are happening in the IT industry?

- A lot of it's been going back to the remote sector.

So being able to have the flexibility to, because when people are at home with their children 'cause school's canceled unexpectedly, to be able to go to the doctor's appointments, to be able to handle just personal items on the agenda.

And the remote list is gonna help with some of that outside of that, similar to Evan within the staffing industry for manufacturing, being able to get people to their opportunity, some different types of bonusing for second, third shift.

There's different things to show employees that they're valued, that a lot of companies are starting to see or had seen.

Those that are ahead of the eight ball are keeping their people and they're having less turnover, but definitely, some different things out there that are hurting the IT space all the way through manufacturing administrative as well.

- Are you seeing remote workers, like people wanna do IT remote?

- Absolutely, especially when it's a behind the scenes opportunity.

So someone that's might not be working with customers, working with a client base, if they're in development, if they're in software, a lot of that is just the ability to work remote is there because they're not having to go to specific meetings, that's all project based.

So it might depend on the role a little bit, but at the same time, definitely a forefront of just people wanting to find remote opportunities.

- Evan, is that happening with your folks at Manpower as well?

Everybody seems to want to work remotely.

- We get calls every single day from people saying that I'm looking for a remote job or I'm looking for a part-time job.

And you know, right now, everybody is looking for that flexibility and that autonomy that Chris was talking about where, you know, I might have a doctor's appointment or my wife and my kids might have something coming up.

I need to know that that's okay.

And a lot of companies that are drawing hard lines in that sort of, with that area are having a hard time retaining people.

And you know, Chris mentioned it earlier, I'm so glad you brought it up about how you're really talking to people about purpose.

And that is where everything is going right now.

You know, we can focus on making pay better and making benefits better and doing things like bonuses, all those things are transactional, right?

And they're going to happen one way or another.

Right now with this shift in the resignation or the attrition that's happening, the companies that are doing the most to improve autonomy, improve employee development, and improve what their life might look like within five years, those are the companies that are probably doing the best today.

- Lee, anything you wanna add to that from a remote working experience?

Are you seeing that request?

- Well, with my stuff, they can't work remotely, but one thing that I do remind them is that they have the opportunity to switch shift if possible.

If first shift isn't working for 'em due to kids, whatever the reason may be, they have the opportunity to go to second shift or third shift.

Also one of the things that we always try to encourage our employees is take advantages of a lot of other opportunities that the universe has to offer to 'em.

So they can do something different if that's what they chose to do.

- Well, here are a few creative ideas.

A Chicago logistics company has equipped a luxury camper as a remote workstation that allows employees to do their jobs from anywhere.

Staff have to sign up for these short term opportunities and they've done their jobs from Glacier national parks, Sedona, and so much more.

At David's Bridal, employees have become the company's new models.

They get hair and makeup and an additional stipend for their modeling services, and survey show company engagement has soared.

Another option gaining traction is using prison employees to fill vacancies, and being open to hiring people with a felony.

19 million Americans have a felony conviction.

Okay panelists, what do you think about some of those ideas, and what new ones can you add to it?

Who wants to go first?

- I'll go first.

- Go ahead.

- [Amy] Yeah, go ahead, Lee.

You good to be first.

- Well, due to laws, Illinois laws and working on a university campus, I think it'll be very difficult for us to put ourself in that realm.

But you know, I would love to see the laws change to possible, give those individuals a second chance, especially since we're so short staffed right now.

- We're talking using felons specifically.

That's what you mean?

- Correct, right, but like I say, it's gonna take some laws to be chains.

- Evan.

- Yeah, what you're talking about is that companies are casting a wider net right now to find their employees.

And yes, some employers have definitely made some adjustments and have taken on people who may have had, may have made some mistakes in the past that, you know, normally under typical circumstances, their preference would be to say no and disqualify of that person.

We have had some fortunate progress in the state of Illinois with employment law that specifically does deal with somebody's criminal background and their conviction record.

So that's definitely a good step in the right direction.

I wish I could say that we're seeing all of the employers catch up to the speed of that, of those changes that are happening right now, and I'm sure Tyler's definitely seeing it in his industry too, but casting a wider net is certainly a method that employers in central Illinois have been taking.

Love to see it happen a lot more.

- Okay, Tyler.

- Yeah, and along with that, not only a background check, maybe a drug test.

Some companies are willing to forego that depending on the need of that company or just that position, if they are that short staffed and the companies still need to produce.

So definitely, something that it's a conversation that just needs to be upheld with the manager just saying, Hey, this is what we have, and say, I've got 10 individuals that are looking, but they do have a background and to provide a little bit of a metrics of what it is, and just maybe they might be able to change their personal or the company background or stipulations as well.

So it's gotta be those hard conversations.

And me and Evan were talking earlier about to be honest, upfront and say that we can provide metrics stats, and someone can give you an opportunity to say yes or no based on actual information.

- Yeah.

- Chris, I gonna let you have the final word on that.

- I think you can cast, you know, and really look at all areas, but I think what it comes down to is when you do hire is that you've gotta have a good training program.

You know, you've got to train, you know, for whatever position.

You know, we've hired people based on, boy, they got a great personality.

Okay, I could train them for what they need to do.

Again, I think it's about your training.

Once you get 'em in the door and how you engage them, I think you teach anything.

Now, of course, there's other positions that do require some experience, but you know, there are some positions that, Hey, I think I could teach you how to do this, you know?

So really, it kinda comes back on your managerial staff to say, how are our training procedures once we get 'em in the door?

And I think that's where a lot of people fail is they get 'em in the door, but then they don't give 'em anything to say, okay, let me take it.

And then they like, this is, I'm done.

'Cause it's, like you said, it's not about the money.

It's about the purpose.

I truly believe that now, especially in our younger workforce.

- Yeah, another thing that I'm, if I can.

- [Amy] Of course.

- Another thing that I might add to that.

So we're definitely seeing something within companies to where maybe the four of us that are here on this panel, we might represent the same company.

And there's a gap a lot of times between preference and policy when it comes to the things that we're talking about right now, whether that be a felony conviction or whether that be a drug test or, you know, experience that goes into a particular role.

And we'd like to lean on those hiring managers to kind of determine what that preference is.

Am I making a decision based on my personal preference?

Because that's gonna look a little bit different than Chris's, or is it actually a policy that I'm following here?

So there is an array of different outcomes that can happen in a hiring situation based on somebody's drug screen, background check, employment history that's happening based on, depending on the type of person or the person's personal experience.

And yeses or no's are going in the direction of personal experience rather than a policy.

- Okay, well, before we run outta time, what should individuals not forget to consider before making a job change?

Because so many people have seen this happen all over the place and now it's almost gee, everybody else has changed their job, I need to change my job.

Let's begin with you, Lee.

- Well, I think probably the foremost thing is what are you giving up, you know?

You're going thinking you're going to a greener pastures, but what are you leaving behind here?

What are you leaving on the table, you know?

And my new job, is it gonna be, is it gonna make me more happier?

Whether it's for money or whatever, but is that gonna please me?

- Chris, we've seen so much while we haven't raised the national minimum wage.

We've seen it raising on its own because of supply and demand to get workers.

What role do you see looking for a higher salary play in this?

- I think it's, like everybody, I mean, everybody wants more money, but I just don't think it's the driving force anymore.

I think they want it fair, but again, I think they wanna work in an environment that they enjoy coming to every day.

Does it suit, you know, what their personal beliefs are and what they believe it.

It is about purpose.

I truly believe that now, especially in our young workforce, you know?

They wanna know what your company's about.

What's your purpose, you know?

And I've had that discussion with a lot of younger employees, and it kinda made me think about it.

You know, why are we doing this?

What's in it for, you know, for the club and what's in it for our staff, and what's in it for our membership?

It's a really interesting discussion especially when we're so generational in our workforce, you know?

When I came in the workforce, it was about get a good job, support your family, and do, then we started talking about well, work balance.

And now it's about my life first and now it's about the what comes next in the work?

So it's, like I said, you've gotta have that conversation, you know?

About the purpose.

- Tyler, let's talk about the purpose in IT positions as well.

Are you seeing people bond with that purpose of how they make organizations go?

- It's making sure that the understanding of the purpose is delivered 'cause if they don't know what the purpose is, it's hard to bond and get along with your team or understand what your management levels are looking for.

So being able to have that conversation, it all goes back to, Hey, if you're looking for something else, let me know.

And if it's due to money, if it's due to culture, and making that right hire first.

So understanding before they take a position or that, Hey, this is what I'm looking for.

So that way, everybody that's in that organization and the IT, whether it's IT as a high level management or just someone that's getting their foot in the door out of college, that they know what they're getting into.

So that way they are bonding together, whether they know it or not too.

- So I'm gonna let you have the last word on this, Evan.

We talked about younger workforce really wants that purpose.

- Yes.

- But so many of we older managers, what worked for us as managers in the past isn't working now.

And being able to explain that purpose to a younger employee isn't always the easiest thing.

What tips do you have and what have you seen work in Manpower?

- Yeah, so in a manufacturing environment, people tend to be contributing to a certain widget, right?

So I'll just use manufacturing as a great example of this, but that widget or that item that's being made within that facility has a bigger role.

So the company knows what that role is.

They knew who their customers are.

So maybe it's a automotive manufacturer and they're making a particular part that goes into crank shafts, I don't know.

And the idea though, is that they can communicate to their employee that what we're doing here affects the cars that we're driving on the road today.

Our customers are A, B, and C. So the employers can, they know their business from a business perspective, but understanding how they can communicate that purpose to an employee, it is a challenge a lot of times.

And it's crucially important, especially within the younger generation, because gone are the days of you should be thanking me because I'm giving you the paycheck.

That script has been completely flipped within the job market right now.

And supply and demand is telling us within a labor environment that the shoes on the other foot, and it's now the employer's job to explain why their candidate would wanna work for them.

- How do you do that, Lee.

- You know, just kinda encourage people to look at the big picture, you know?

Make sure that your individual you're trying to hire knows what they're getting into and knowing that they are making a difference in the community.

The things, the service that they're providing is affecting a lotta people lives and they can be a part of that change.

- Everybody wants to have that feeling that what they do in their job makes a positive impact.

Chris, talk to us about how you're able to convey that to the new workforce.

- Constantly talking to 'em.

You know, letting them know, Hey, you're doing a great job.

It's that simple, you know?

And being present.

You know, we have, as we talked about, a generational work workforce right now.

I hate to say it, every age needs a little bit something different, you know?

And so it's important that you kinda figure what that is and what's important to them.

You know, you do have a lot of people who do like to be reminded, Hey, you're doing a great job.

Let me help you, and so, and others say, yeah, I know that, okay, I'm good with that.

You don't have to say it every time.

But it's engaging with them.

You know, just reminding 'em why they're there, how important they are to the process, you know?

No matter what they do, they're important to the process.

- Tyler.

- Yeah, walking the walk is in showing that your employees you're gonna be there and have their back as well along with being there and doing the encouragement piece, especially in the IT space where you are dealing with issues every day.

You're not necessarily getting a result as maybe in the manufacturing sector of, okay, that item is complete.

Just because you answered a ticket or answered a question doesn't necessarily mean someone's gonna show you that it's done or resolved.

So starting from the top, down, management's gotta make those decisions to understand what that individual might need as recognition, but also be able to show them that what they are doing is contributing to the success of the company and they're just their role individually.

- So we've got just a couple minutes left.

Gentlemen, I wanna hear from each of you, what do you want people to know about this great reassessment in the workforce?

And I'm gonna begin with you, Chris.

- Do everything you can.

Again, there is no book to it anymore.

There's no put, let's put out an ad in the newspaper or whatever it may be.

You know, again, you've just gotta kinda figure it out and quit saying, Oh, you know, there's no one in the workforce.

There are people in the workforce, you just gotta find them, and you gotta do whatever you can to do it.

You know, you can't just say, Oh, you know, we're short because of this.

Well then reassess what you're doing, and can you do it with less?

I think that's what a lot of companies have done and that's what we've done.

So again, buck up, do what you can and look at everything, you know, when you're looking for and trying to recruit people.

- Evan, your final thoughts.

- The biggest thing for me is that it's not, I'm sorry.

Companies, I'm sorry.

Hiring managers tend to say, and companies tend to say nobody wants to work anymore.

And that's just not necessarily the case.

And the question or the statement that needs to be said differently is nobody wants to work here, and understanding the why to that, and actually doing some actionable change and making some actionable changes inside that organization, whether it be with onboarding and how could we keep people within 30 days, whether it be coaching on purpose or working with somebody from the big picture and the development standpoint.

But what we shouldn't be saying is nobody wants to work.

We should be saying, why does nobody wanna work here?

- Great information.

Well, The Great Reassessment of our Lives doesn't seem to be ending anytime soon.

We hope these ideas help you make the right decisions for you and your family.

Thank you so much to our panelists for sharing their expertise with us tonight.

And you won't wanna miss next week's show as we explore ways to motivate today's younger workforce.

I hope to see you then.

Good night, my friend.

(bright music)