how simple is it decline a job? For the 39% of people in Mexico who have left their jobs, it has been a difficult decision, according to a UKG study. Only three out of 10 workers in our country have been enthusiastic about quitting, which is below the global average.
“In Mexico we have the highest percentages of people who are most reluctant to make a decision. hard to say I’m going to leave, I’m going to accept a new offer or you can’t stay here anymore. Half of workers globally were excited about the change, but in Mexico only 31% of people they were excited. Yes, it is hard for us to change and it scares us a little more”, explained Tatiana Treviño, manager of Strategic Communication at UKG.
However, although workers in our country are usually the ones who perceive the most difficulties in leaving a job, 54% of those who have made this decision think that they are much better off in their new company; only one in 10 regrets leaving their organization. Despite this, Mexico is above countries such as the United States or Germany in terms of regret for having changed employers.
These results are a red flag for business and the challenge for retain and attract talent, said Tatiana Treviño. Companies, she considered, should ask themselves why the people who left are better off than before. “It is important to know what that reason is, what is the root that led them to leave.”
The study Give up, resign or return? of UKG showed that there is a coincidence between the factors that motivate people to leave a company with the elements that could have helped the workers to remain.
According to the investigation, Mexicans resign to seek a better economic remunerationby professional growth, poor balance between life and work, by burnout and a lack of sense of value at work. Along the same lines, the elements that would have convinced people to stay in an organization are better benefits, salary increases, flexibility, a lower workload and the possibility of being promoted.
“It is very important that organizations pay attention to these issues, in addition to the benefits they are offering, because a person can do very well financially, but if they do not feel valued and do not have growth in the organization, they could leave. This looks like a alert for employers”, pointed out Tatiana Treviño.
Despite the fact that the people who are going to resign usually have made their decision and only notify the company that they will leave the position, there is a part of the human capital that is open to talk to their leaders to look for improvements and not change employers.
“Of the examples that they gave us as reasons why they would have stayed, it does have to do with the economic and growth issue, but we are also seeing the need for a less workloadwhich is aligned with the burnout and greater flexibility”, indicated the executive.
The conversation that could be
Paradoxically, almost half of the workers in Mexico say that a “sincere” conversation with their bosses to raise concerns could have made the difference between leaving or staying. Unlike other economies such as the United States or the Netherlands, it is in our country where people place greater value on communication with your leaders as a way to stay in the organization. However, these dialogues have been presented little.
Among the main points of the study, it stands out that the 56% of employees who changed companies expressed their intention to resign and their concerns directly with their bosses.
“Since they started considering leaving, either to another company or change positions, they reached out to their leaders and 39% made the decision to resign in less than a month. Although there are changes that do not depend 100% on the leader or there are changes that, despite the fact that they have already been scaled, cannot be so fast, there are things that can be programmed to try to convince those collaborators to stay,” said the executive. .
However, the topic of conversations with bosses is often more complex than it seems. UKG specialists indicated that an important point is the talent awareness around the powers that leaders can have to change some things or the time it can take to transform a process, for example.
What do the bosses think?
As in other topics, there is a gap between how they perceive the context of the directors and collaborators resign. For example, while 85% of business leaders consider that the organization made efforts to retain the talent that left, only 44% of those who have changed companies think the same.
Among other gaps, virtually all managers say their organizations apply retention interviews once a year, but only 57% of the workers who resigned say that they answered a survey of this cut in their entire working life in the company.
“The retention interviews It is not something totally formal, that requires scheduling an appointment or setting goals, these spaces can be informal, like a conversation in the cafe to ask the collaborators how they are. The objective of these conversations is for the leader to detect if the person does not have the same energy or has a problem, they are to get closer and see how people are and see how they feel in the company”, explained the UKG representative.
Another of the study’s conclusions is that the conversations between leaders and collaborators to sound out the mood of people in the organization must be more frequent, especially since there are issues such as flexibility or reduction of workloads that may have simpler solutions. “These are things that can be resolved, instead of reaching the stage in which they have already looked for work or have already been offered one and it takes them less than a month to make the decision to leave,” Tatiana Treviño stressed.