Last spring, 59% of workers aged 16 to 24 and 40% of those aged 25 to 34 intended to change jobs over the next five years, according to a Léger survey unveiled in May by the Conseil du employers of Quebec (CPQ) and the Order of approved human resources advisors (CRHA). Companies that listen to young people will come out ahead, judges the CPQ.
“The word flexibility is the most important one for the coming months and years when it comes to work organizations,” says Karl Blackburn, president and CEO of CPQ, who is observing rapid developments in the market. Léger’s most recent Youth Study, released September 27, shows that only 15% of young Canadians (22% of Generation Z and 11% of Generation Y) intend to leave their job in the next year. “Last May, young people were approached by headhunters and offered positions of responsibility very early in their careers. I believe they are now being cautious due to the evolution of the labor market and future uncertainties about a possible economic recession, the evolution of interest rates and a slowdown in certain sectors, ”said Mr. Blackburn .
To retain young workers (but also others), the president of the CPQ believes that “companies that know how to listen will stand out from the crowd”. He notes that non-financial values — the company’s culture, its flexibility in organization and working hours and the opportunities for advancement it offers — play an increasingly important role in workers’ decisions. .
“We can attract with salary, but we do not necessarily build loyalty with salary,” says Manon Poirier, general director of the Order of CRHA, who calls on companies to be attentive to the fundamental needs of their employees. “Happy hours and access to chalets are good. But the key is daily management practices to give autonomy, recognition, a sense of belonging and develop skills,” she says.
Happy pharmacists
Listening to the needs of employees to find out what would make them happier: this is what two pharmacists from the University of Montreal Hospital Center (CHUM) did as part of the Happy project. “Our move from three sites to one in 2017 created a shock wave in the pharmacy department,” says Jean-Philippe Adam, oncology pharmacist, who led this project with Marie-Claude Langevin, pharmacist and deputy head of pharmacy. pharmaceutical care. By asking questions around them about recognition and happiness at work, the duo felt their colleagues “turned on”. “We therefore decided to measure the level of recognition and happiness at work and to find ways to improve them,” says Marie-Claude Langevin.
A first survey carried out in 2020 among 85 pharmacists in their department, whose average age was 37 years old, allowed the two pharmacists to implement solutions along three axes: a more flexible working schedule adapted to reality for everyone, a redesigned welcome for new employees and the implementation of a culture of recognition. During a second survey carried out in 2022, the degree of happiness of the 85 pharmacists at work increased by 0.3 points on a 7-point scale and the level of recognition increased from 4.1 to 5.5 points.
During this period, the turnover rate in the department was less than 5%. “Teleworking and schedule accommodations have, in our opinion, been a major retention factor among the younger generation, who want to have a certain flexibility, and personal and family time. The actions that we have implemented in this regard have certainly had a major effect on this very low turnover rate and on our attractiveness for our new recruits,” estimates Marie-Claude Langevin.
Sincere listening
According to Jean-François Bertholet, lecturer in human resources at HEC Montréal and organizational development consultant, the results of the Happy project can be transposed to other sectors. “These are sincere intentions to improve people’s well-being and happiness, which translate into positive results on retention,” he observes.
However, this beautiful roadmap “would not pay off for someone who would like to copy it by simply painting by number”, warns the one who warns against an artificial and programmed recognition and quest for happiness. “The danger is what I call toxic positivity! underlines Jean-François Bertholet. We must work on the deep and lasting conditions of people’s happiness rather than trying to graft it on. »
This content was produced by the Special Publications team at Duty, relating to marketing. The writing of the Duty did not take part.