Some human resources leaders have a message for companies struggling through the "Great Resignation": Stop calling it that.
"First of all, it's so hackneyed, and everyone's talking about it. It could be boring. But here's what I want you to think about," Keith Ferrazzi, the chairman of consulting group Ferrazzi Greenlight, said in a Harvard Business Review interview. "We're not in the Great Resignation. The Great Resignation is something that will be the outcome of companies that aren't proactive in the movement that's really going on."
Instead, Ferrazzi is urging businesses to reframe the labor shortage as "The Great Exploration," a term developed by Mike Clementi, the head of HR for consumer products global giant Unilever, a major buyer of plastics packaging.
"[It's] that exploration of, 'What do I really want for myself? What is work to me? What kind of flexibility do I require for myself?'" Ferrazzi said. "That's the Great Exploration. If you don't meet that face to face, you will be the victim and suffer the Great Resignation."
Reconsidering lessons from the pandemic can help companies refocus their operations to a "bottom-up" structure with opportunities for more employees to share ideas and contribute to growth, rather than hearing ideas only from a few people at the top, he said.