{"id":110372,"date":"2022-03-24T18:00:00","date_gmt":"2022-03-24T23:00:00","guid":{"rendered":"https:\/\/www.dacgroup.com\/podcast-rewind-camille-fetters-4-insights-into-the-great-resignation\/"},"modified":"2025-01-03T04:43:57","modified_gmt":"2025-01-03T09:43:57","slug":"podcast-rewind-camille-fetters-4-insights-into-the-great-resignation","status":"publish","type":"post","link":"https:\/\/www.dacgroup.com\/en-gb\/insights\/blog\/strategy\/podcast-rewind-camille-fetters-4-insights-into-the-great-resignation\/","title":{"rendered":"Podcast rewind: Camille Fetter\u2019s 4 insights into the Great Resignation"},"content":{"rendered":"

Employers know it. Employees know it. The demand for talent has never been fiercer during the “Great Resignation”, one of the pandemic’s most complex and nuanced aftershocks. In the digital sector especially, we are witnessing a sea change in employer\/employee relationships, from remote working arrangements to the rise of pay transparency. But how should businesses respond?<\/p>\n

For the latest on recruitment, we sat down with Talentfoot founder and CEO Camille Fetter. Specialising in executive talent acquisition for more than 20 years, she’s seen and done it all. Read on for her expert take on what’s driving the Great Resignation and what’s likely to come next.<\/p>\n

\"Camille<\/p>\n

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  1. \n

    Think twice about hybrid<\/h2>\n

    As we move into year three of the pandemic (let that sink in), people are reassessing their fundamental relationships with work. In the good column, employees are more empowered to control how their personal and professional lives intertwine. In some fields, such as digital media<\/a>, productivity has skyrocketed as a result. On the flip side, burnout has become a major issue. Spending eight hours every day on Zoom without the natural social asides\u2014or even feeling like there’s time in the day for a breather\u2014is taking its toll on morale.<\/p>\n

    So, is the solution to jump start “back to normal” schemes with a hybrid work model? Not necessarily. Larger organisations in particular are made up of diverse teams who will never fully align on hybrid, fully remote, or in-person arrangements. As such, abandoning a flexible approach and instead mandating in-person requirements may well alienate employees. Camille has seen it firsthand:<\/p>\n

    We had one agency, very predominant agency, in our industry that rolled out hybrid expectations. And our phones were ringing off the hook within 15 minutes of this email going out.<\/p><\/blockquote>\n

    Employers need to be intentional about how and when in-person collaboration happens. Time in the office will need to have distinct purpose\u2014whiteboarding, for instance\u2014otherwise it will feel like the on-site equivalent of working from home, the only difference being employer control and oversight.<\/li>\n

  2. \n

    Are leaders setting the right tone?<\/h2>\n

    Culture can make or break an organisation, and the tone is usually set at the executive level. As Camille puts it, people don’t leave companies\u2014they leave leaders. If the Great Resignation is anything, it’s a call to challenge the assumed status quo of working structures.<\/p>\n

    Some forward-thinking organisations are responding by creating new c-suite roles like Chief Collaboration Officer, whose purpose is to focus almost exclusively on work agendas, updating internal processes, and determining how to bring the best out of departments, teams, and individuals. To get corporate leadership and culture moving in the right direction, Camille suggests the following:<\/p>\n

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    • Be human. Leaders are fully expected to show empathy and even vulnerability.<\/li>\n
    • Help employees advance with continuing training and education.<\/li>\n
    • Bring in fresh perspectives, from keynote speakers to executive coaches, to inspire and develop talent.<\/li>\n
    • \u2b50\ufe0f Articulate how each and every role connects to your organisation’s greater mission.<\/li>\n<\/ul>\n<\/li>\n
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