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How to manage the Great Resignation
如何管理（应对）“大辞职”
In the not-so-distant past, bosses did not have to worry as much about their workforces. Newcomers could absorb the corporate culture osmotically. Workers’ families were invisible, not constantly interrupting Zoom calls. Employees had a job, not a voice. Now firms have to “be intentional” (management-speak for thinking) about everything from the point of the office to how staff communicate with each other. Retention is the latest area to require attention.
在不久以前，老板们还不用那么担心他们的员工。新来的人可以潜移默化地吸收企业文化。看不见员工们的家人，也不会经常打断网络工作电话（线上会议）。员工有工作，但没有发言权。现在，公司必须“有意识地”（管理思维的说法）考虑从办公室到员工之间如何沟通的所有问题。留存（员工）是最需要关注的领域。
The spike in staff departures known as the Great Resignation is centred on America: a record 3% of the workforce there quit their jobs in September. But employees in other places are also footloose. Resignations explain why job-to-job moves in Britain reached a record high in the third quarter of this year.
员工离职潮被称为“大辞职”，主要集中在美国：9月份，3%的员工辞职，这一数字创下了新的记录。但是其他地方的员工也在蠢蠢欲动（也有辞职的情况）辞职解释了为什么英国的工作变动在今年第三季度达到了历史新高。
Some of the churn is transitory. It was hard to act on pent-up job dissatisfaction while economies were in free fall, so there is a post-pandemic backlog of job switches to clear. And more quitting now is not the same as sustained job-hopping later. As Melissa Swift of Mercer, a consultancy, notes, white-collar workers in search of higher purpose will choose a new employer carefully and stay longer. But there is also reason to believe that higher rates of churn are here to stay. The prevalence of remote working means that more roles are plausible options for more jobseekers.
有些流动是暂时的。在经济处于衰退的情况下，很难对积压的工作不满采取行动，因此疫情后积压的交接工作需要处理。现在“更多的辞职”的情况和以后“持续跳槽”是不一样的。正如美世咨询公司（Mercer）的梅丽莎·斯威夫特（Melissa Swift）所指出的，寻求更高目标的白领会谨慎地选择新的雇主，并停留更长时间。但我们也有理由相信，更高的流失率会持续下去。远程办公的盛行意味着对更多的求职者来说，有更多合理的可供选择的职位。
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