In 2021, nearly 47 million people resigned from their roles in search of better opportunities and about 40 percent of workers are still considering quitting. Andrew Moreira, a graduate student at Rutgers University-Newark, is studying whether we should redefine the workplace, and he needs your help.
It is no secret that our relationship with work has drastically changed since the start of the Covid-19 pandemic. This interruption in our daily lives has pushed many to consider a new trajectory with their employer. The Great Resignation has brought a transitional period where employees are demanding better working conditions, whether it be reflected through hours worked, mental health benefits or flexibility in the working environment. But why now?
In 2021, nearly 47 million people resigned from their roles in search of better opportunities and about 40 percent of workers are still considering quitting. While the reasons vary for each individual, the bigger reasons tend to stem from burnout, stagnant pay or career, or an unhealthy work environment that negatively impacts one’s mental health.
Talented workers
As employees have felt more empowered to seek better working conditions, the Great Resignation has often left employers scrambling to attract and retain talented workers. When redefining workplace standards to better accommodate the needs of workers, employers should also consider how these changes would benefit them in the long term.
What is the definition of work? The Fair Labour Standards Act of 1938 defined work as a 40-hour, five-day workweek that usually ranges from Monday through Friday. While this system has been considered the norm for nearly a century, technological and societal advances have shifted the perspective for many.
What if we redefined work as a 32-hour, four day workweek with no reduction in pay or benefits? While the idea of a four-day workweek sounds foreign to many, it is important to recognise that many public, private, and nonprofit entities are implementing policies that support this initiative.
Internationally, companies like Microsoft, Panasonic and Unilever have either implemented or are looking to implement trials to test out the efficacy of a four-day workweek. We have also seen many countries, including Iceland, Spain and the United Kingdom, that have either successfully transitioned into, or are looking to adopt, a four-day workweek model.
Domestically, school districts in Colorado and Texas transition into a four-day workweek to meet the demands of a teacher shortage. Even legislatures within the state of California are pursuing laws to redefine full-time work as a four day standard. While this idea may be concerning to employers, it is important to consider how this will support the bottom line. Companies that have participated in trials supporting a four-day workweek have seen productivity levels either increase or remain the same.
Mental health
What about mental health? What if we implemented and destigmatized the use of mental health days? By normalising and destigmatising mental health, we are essentially recognising that mental health is physical health. This rehumanizes our relationship with the work-life balance by telling the workforce that it is OK to be human and okay to not be OK.
While it is possible for workers to utilise a sick day for mental health, employers should take greater initiative in adopting and modernizing policies that encourage using sick time for mental health. This is particularly relevant as employees can sometimes feel guilty for taking sick time when not physically ill, or worry that their employer might see them as less capable or less reliable workers. When employees are given permission to take care of their health, they are more likely to remain productive and less likely to find work elsewhere.
Trial run
The pandemic has pushed the workforce to adapt to using widely available technology to continue to be successful. With this “trial run” of the pandemic, why couldn’t we implement a “work from anywhere” mindset?
There are many benefits that come with flexible working arrangements. The most beneficial is a greater ability to manage personal obligations, like family and health responsibilities. Working from anywhere also saves money for employers by lessening the need to invest in infrastructure. By reducing the number of employees who are required to come into the office, the employer saves the costs associated with brick-and-mortar offices. These additional funds can then be repurposed for other resources that benefit the employer, like investing in their employees.
As society gradually adapts to a new post-pandemic norm, it is important to consider integrating new strategies that would ultimately benefit both the employee and employer. Testing out these three initiatives would not only increase productivity and reduce turnover, but it would also make the employer a more attractive place to work.
Andrew Moreira is a candidate for a master’s degree in Public Administration at the Rutgers-Newark School of Public Affairs and Administration.