When we talk about “the great resignation”, does that mean anything to you? We discovered this phenomenon in the United States following the health crisis of the last two years.

The figures are even worrying: 48 million Americans have resigned since March 2020. We are seeing a wave of resignations and professional retraining which can be explained by the growing dissatisfaction of employees and their discomfort at work.

Unfortunately, France is not spared from this phenomenon. For a while now, companies have been facing a shortage of recruitment candidates, and many employees resigning from their positions.

According to Manpower, 90% of French companies believe they encounter difficulties in recruiting new talent.

In order to alleviate this crisis affecting various sectors of activity, it is essential to understand this phenomenon and review the notion of the organization of work within companies. We will continue to repeat it: “hybrid work for all is now!”

France, victim of the “great resignation”?

While the “great resignation” is wreaking havoc in the United States, where is the cursor in France?

The media Let's talk HR communicates these figures to us: “in July 2021, the number of resignations of employees on permanent contracts was 19.4% higher than that observed in 2019, according to DARES; and at the same time, early terminations of fixed-term contracts recorded a 25.8% increase in two years”.

In 2021, 386,000 French people resigned during the second quarter, this continued to increase in the third quarter with 445,000 resignations (sources Le Parisien).

These figures demonstrate a change in priorities for employees, regarding their jobs and their conditions in the company.

However, we cannot really speak of a “great resignation”. The job market situation is very different in the United States, and in France there has been a shortage of jobs for a while.

The great resignation hides an underlying phenomenon, that of the increase in people presenting signs linked to psychosocial risks. Confinement is the direct cause. Following the COVID-19 crisis, remote or partial work has become widely available, which has created new questions among employees about their well-being at work. Many employees gave up, and many felt a real drop in motivation and interest in their company.

Now, the French are looking for a better balance between private and professional life. They become more demanding by asking for better working conditions, salaries and the recognition of their tasks.

The Tribune explains to us: “one in two French people would consider retraining. »

So how can companies retain their talent within their organization? Should we offer more flexibility to our employees, at the risk of losing them permanently and having to resign?...

The world of work is going to experience a real change...

It's time for you to look ahead, to invest in the future. This phenomenon has had a real impact on working methods, particularly management, and has raised numerous problems. This is an opportunity for organizations to promote change, transformation and the evolution of new ways of working, starting with its corporate culture.

According to a study published by Microsoft, globally, 41% of employees would consider leaving their current employer during the year 2022. A project that has already become reality for a host of young workers. In Western Europe, 20% of Millennials would have left their jobs in 2020.

Whether it is the skyrocketing increase in RPS within French companies, or the rise of “voluntary departures”, these phenomena are rooted in poor management techniques. We need to think about the organization of work in a more modern way, since employees' expectations have changed.

It's necessary :

• Develop the culture and identity of the company in France, to give meaning to each activity and mission of an organization.

• Take into account the expectations of your future employees. They are looking for innovative and responsible management that is based on trust. Essential point for feeling recognized and valued.

• Use the right tools to adapt to the flexibility of the company's new working methods.

Hybrid work, the solution?

“Take into account the expectations of your future employees.” Among these, there is the need to establish a balance between personal and professional life.

Active Horizon explains that “many people want to adapt their schedules, and who would like to have flexible and hybrid workspaces by dividing their time between teleworking and face-to-face in the company.”

According to a government study in February 2021, 61% of French people would like to use teleworking. Many employees have been satisfied with hybrid working, and wish to continue to benefit from it. By residing far from big cities and their workplace, flexibility through teleworking allows them to avoid excess and multiple trips or even having to exchange their comfortable space for smaller accommodation on the outskirts of the offices .

In a few figures... (source: Malakoff Humanis)

• 38% of French employees practiced teleworking at the end of 2021.

• ½ of French employees want to work in hybrid mode.

• 48% of them want long distance teleworking, including 63% for those under 35.

• 63% of managers think that hybrid work will develop.

• 84% of them want to deploy it within their company.

• 56% of employees believe that business organization is not sufficiently adapted to this form of work

• Including 80% of managers.

You must therefore use work tools that offer this flexibility like BeeMyFlex.

With “the new hybrid era”, BeeMyflex helps companies organize their hybrid work model. Its functionalities allow, among other things, to reserve a place in the office in advance, and to have visibility on the schedule of your employees. In other words, it's easy to know where the people you're working with on a project are located.

In conclusion, Flexibility is essential in businesses. New managerial techniques continue to move towards the hybrid work model. Only 36% of managers have changed their managerial practices in this direction. The improvements consisted of accepting new time slots within the teams, better organizing the schedule between teleworking and face-to-face work, and organizing more regular team meetings. Yes, we keep repeating it and we will continue to tell you: “hybrid work for everyone is now!”