PULSE POINTS
BY JOSH CORMAN
WINDOW INTO THE WORKFORCE
FEW SUBJECTS , IF ANY , have been as consistently scrutinized and discussed in the spa industry in the last halfdecade as the state of the workforce . The COVID-19 pandemic took existing spa industry staffing challenges and introduced a new slate of employer concerns and employee expectations that have made adaptability , innovation and outside-the-box thinking a necessary aspect of a successful talent strategy in 2022 .
That said , developing such a strategy increasingly requires leaders to be well-acquainted with the challenges facing those in the workplace and their perspectives on the ways in which their relationship to work has evolved . Gallup ’ s annual “ State of the Global Workforce ” report , which provides a spate of relevant data on these subjects , was recently released . Workers from around the globe participated in this year ’ s study , highlighting a wide range of figures on subjects ranging from employee well-being to stress levels to the evolving job market .
THE RESIGNATION EQUATION The job market itself has been a particularly hot topic as the Great Resignation reared its head both last year and in 2022 . Employees left their jobs in record numbers , often citing the need for greater flexibility , better work-life balance , opportunities to earn more in compensation , and burnout . A robust labor market has made recruitment and retention more challenging than ever , especially in hospitality-adjacent industries such as spa , where staffing levels have been slower to recover from the low points at the peak of the pandemic .
According to Gallup ’ s report , a significant percentage of workers around the world — especially those in the U . S . and Canada — said that now is a good time to find a job , indicating a continuing awareness of the demand for labor and the potential to earn more by moving jobs . Globally , 45 percent of those surveyed said that now is a good time to find a job . In the U . S . and Canada , that figure
71 %
Meaning matters to employees
Most important factors when considering a change in work environment , % of respondents *
69 % 66 %
60 % 60 % 58 %
COMPENSATION MEANING CONFIDENCE / COMPETENCE AUTONOMY
|
|
|
|
|
|
50 % |
47 % |
I am fairly rewarded financially for my work |
I find my job fulfilling |
I can truly be myself |
My team cares about my well-being |
I can be creative / innovative in my job |
I can exceed what is expected of me in my job role |
I can choose when I work |
I can choose where I work |
* Respondents who selected extremely or very important . SOURCE : PwC ’ s 2022 Global Workforce Hopes and Fears Survey
50 PULSE n OCTOBER 2022