Record numbers of workers are still quitting. What do employees say they really need?

Five common employee personalities ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

TODAY'S NEWS. TOMORROW'S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Grace Ivey   Digital Proofreader, Atlanta Attracting all talent In the news • Hiring all workers. Individuals who typically have a hard time finding work are facing greater success in today's job market, economists and employment experts say. With nearly twice as many job openings as job seekers, today's recruiters are more willing to consider hiring marginalized groups of people, such as those with disabilities, criminal records, and housing challenges. The number of job postings that say they're open to nontraditional workers has increased by about 10% in the past three years, according to a leading job search website. [CNN] • Questioning 'quiet quitting.' At the core of quiet quitting—when employees do only the bare minimum requirements of their job—is dissatisfaction with work–life balance. But modest disengagement at work isn't anything new. The percentage of engaged workers has fluctuated only slightly over the past ten years, according to ongoing Gallup polling. For decades, quiet quitting has just meant "having a job." But it's now a convenient term that helps burned-out, anxious workers describe their feelings, and it's an easy explanation for poor performance. [Atlantic] "What's interesting right now is we can't afford to ignore those who have stepped out of the workforce. Why? Because there are not enough people looking for jobs." On McKinsey.com • Still leaving. Despite the changing economy, workers are still quitting their jobs at record rates, say McKinsey's Bonnie Dowling, who along with senior partners Aaron De Smet, Bill Schaninger, and partner Bryan Hancock, surveyed more than 13,000 individuals in six countries to learn more about labor trends. In August 2021 and April 2022, 40% of workers said they were at least somewhat likely to leave their jobs in the next three to six months. This is a fundamental shift that's happening across all levels, from frontline employees to executives, adds Dowling. • Five personalities. In a tight labor market, offering a competitive wage just isn't enough anymore, Dowling says. Companies seeking to attract and retain talent must understand what different types of workers want. This could mean tailoring benefits packages to offer what employees really need, such as on-site childcare for working parents. From "traditionalists" who desire a clear path to advancement to "idealists" who prioritize flexibility and purposeful work, explore our analysis of five types of worker personalities and what matters most to each. See five types of workers Was this forwarded to you? Sign up here. Or send us feedback— we'd love to hear from you. Follow our thinking This email contains information about McKinsey's research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007