{"id":46613,"date":"2022-06-08T09:01:04","date_gmt":"2022-06-08T13:01:04","guid":{"rendered":"https:\/\/hingemarketing.com\/?p=46613"},"modified":"2023-01-03T15:28:45","modified_gmt":"2023-01-03T20:28:45","slug":"the-problem-driving-millions-of-employees-to-quit-and-how-you-can-fix-it","status":"publish","type":"post","link":"https:\/\/hingemarketing.com\/blog\/story\/the-problem-driving-millions-of-employees-to-quit-and-how-you-can-fix-it","title":{"rendered":"Culture Clash: The Problem Driving Millions of Employees to Quit"},"content":{"rendered":"

At the<\/span> Hinge Research Institute<\/span><\/a>, we are intrigued with the \u201cGreat Resignation\u201d trend\u2014what is driving it, what is its impact, why does it continue, and what are organizations doing to minimize it? In earlier research,<\/span> Navigating the Mid-Career Talent Crisis: A Report For The Professional Services<\/span><\/i><\/a>, we uncovered that mid-career professionals (30- to 45-years old) were the largest employee segment leaving organizations every year. In fact, nearly 30% of them quit or switched their jobs last year. What is more astounding is that nearly a third of mid-career staff quit <\/span>without having another job offer<\/span><\/i>.<\/span><\/p>\n\"\"\n

What would frustrate or motivate these mid-career employees to throw up their hands one day and say \u201cI quit\u201d?<\/span><\/p>\n

I Can\u2019t Get No Satisfaction<\/b><\/h2>\n

We surveyed 284 people in mid-career, leadership, and senior executive roles to get our answers in this new study, <\/span>CULTURE CLASH: The EMPLOYEE Experience Problem And How To Fix It<\/a>.<\/span><\/i> \u00a0<\/span>As we were pulling together our findings, a couple of themes kept popping up. 1.) A fair amount of people are not satisfied with their company culture\u2014no matter how you look at it. 2.) Mid-career professionals and senior executives often had different responses and perspectives on culture-related topics.<\/span><\/p>\n

These two themes unveil a culture clash that is happening in companies across the globe. Many companies may not be aware of this culture clash and that these themes represent the primary drivers prompting so many resignations.\u00a0<\/span><\/p>\n

For example, take a look at this chart:<\/span><\/p>\n\"\"

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More than 48% of mid-career staff are dissatisfied with their current company culture while only 10% of senior executives are dissatisfied with their culture. That is a noticeable difference in opinion and may impact how certain culture-related decisions are made or not made. However, employee segment is only one way to look at company culture dissatisfaction. As you can see by the following chart, company size also plays a role in culture satisfaction and dissatisfaction.\u00a0<\/span><\/p>\n\"\"\n

We were a little surprised that there was more culture dissatisfaction within large companies where there tend to be more employee benefits and programs in place. We found some explanation for these results later in the research, when we asked for recommendations to improve company culture.<\/span><\/p>\n

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Download the CULTURE CLASH: The EMPLOYEE Experience Problem And How To Fix It Research Study<\/a><\/span><\/i><\/p>\n<\/div>\n

It is also interesting to look at company culture satisfaction and dissatisfaction by industry. The only clear winner is the software and technology industry, which had the highest culture satisfaction (36%) and the lowest culture dissatisfaction (24%). Clearly, the industry that needs to focus most on company culture is architecture, which has the lowest percentage of culture satisfaction and one of the highest percentages of culture dissatisfaction. The other industries seem to have a mixed bag of responses with \u201cOn-the-fence\u201d being a large variable condition. It will be interesting to see how these industry responses change in future research studies.<\/span><\/p>\n\"\"\n

Company culture satisfaction and dissatisfaction are variables that should be measured on a regular or consistent basis. If you can address the dissatisfaction before the level starts to rise, you have a chance of affecting positive change and averting a disruptive situation. However, when dissatisfaction rises to a certain level your employees move from \u201cNot Seeking\u201d status to \u201cPassively Seeking\u201d status. Even worse, if the dissatisfaction levels continue to rise, your employees will move from \u201cPassively Seeking\u201d status to \u201cActively Seeking\u201d status and then it is much harder to retain them. See the following chart.<\/span><\/p>\n


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Not Seeing Eye to Eye<\/b><\/h2>\n

Wanting a better company culture is definitely a key driver of the culture clash. It is the #2 reason respondents gave for quitting their jobs in the past year (see the chart below). The #1 reason for all of those resignations in the last year was: \u201cI was frustrated with leadership\/management at my previous job.\u201d<\/span><\/p>\n\"\"\n

Let\u2019s look deeper into these contrasting perspectives. As the following chart shows, there are many reasons why employees who are dissatisfied with their company culture feel that way. A number of these reasons tie back to interactions with or decisions made by senior executives, including not:<\/span><\/p>\n