In Part 1 of Advantexe’s Great Resignation Through the Eyes of Three Generations blog series, our panelists began by defining how each generation Genz, Millennial, and Gen X defined the Great Resignation. In part 2, the team will discuss why they think people are leaving their jobs.

Gen Z Response – Allee Stidham, Manager of Project Management

I think people are leaving their jobs because they are finding better opportunities. The idea of staying at a company so you can hopefully get a raise, or maybe even a promotion, has been overshadowed by the idea of getting job experience for two years and then finding a company that will pay you more than that raise. It’s not so much that Gen Z or Millennials lack company loyalty, but more so that we know the idea of company loyalty is primarily one-sided. Do companies really care about us, or do they not want to spend the time and money teaching someone new to do it?

I think the Great Resignation has revealed this to employees, especially when talking with your manager about what you wanted from your job. If a company valued me as an employee, why not let me stay remote, increase my pay based on performance, or acknowledge burnout? When it became clear some companies would stay too rigid on policy, workers found that not all companies are inflexible and if they wanted a job more tailored to their lifestyle, they could find one.

Link with Allee – click here

At Advantexe, we are always researching and probing into the issues and drivers related to building Business Acumen, Business Leadership, and Strategic Business Selling Skills. With this information, we build our business simulations, content, and blogs that share our findings with the Talent Development community.

Over a series of blogs, we are going to share insights into the business and leadership drivers of “The Great Resignation.” The Great Resignation is impacting every business on the planet and is dramatically shifting the perceptions of what is work, and how we work.

But what is the perspective of the Great Resignation through the eyes of three different generations in the workforce? I am very excited to launch a 3-part series of blog posts where we asked Advantexe team members, each from a different generation, about their thoughts and insights on the Great Resignation. The series starts with a generational definition of the Great Resignation and is followed by posts on why the group thinks people are leaving their jobs and is concluded with an overview of what can companies do to better retain employees.

As we all have experienced, COVID-19 has completely disrupted the world of talent development forever. From March 16, 2020, until about April 1, 2020, every Advantexe client canceled or postponed their scheduled live, in-person training programs. Rob and I were talking one night as we were obviously worried about COVID-19 and the future of Advantexe. He said to me, “We have worked hard to put all of our business and leadership simulations in the cloud, why don’t we just go to every client and offer to pilot virtual deliveries to show them what we can do?” Long story short, we worked with our long-term clients to figure out a better way to deliver our solutions. Today, Advantexe is working 24 hours per day around the clock and around the world to deliver simulation-centric end-to-end learning solutions in the areas of Business Acumen, Business Leadership, and Strategic Business Selling.

 As you are painfully aware, the average business professional receives about 300 emails a day. About 50% of them are unsolicited “cold” emails where the writer is trying everything and anything to capture the reader’s attention. Attention-grabbing subject lines, playing up on keywords, and sometimes flat-out exaggerations.

Just for fun and since it’s a nice summer Friday, I took a few moments to “respond” to some of the more "interesting" ones…

One of the core features of Advantexe’s digital business simulation platform is its ability to capture data for review and performance analytics. The performance analytics from a well-designed business simulation can be used as part of capabilities assessments and career planning. For a recent business simulation workshop, we conducted for a top car manufacturer, we pulled all the simulation results from the last five cohorts which focused on four critical metrics of success including, revenue, sales expenses, operating expenses, and Net Income (profitability).