Leaders determined to stem the tide of talent defections during the Great Resignation could be surprised to learn they’re barking up the wrong tree by simply throwing money or perks at the problem. The author spoke with six human resource executives from companies reporting that their organizations are not experiencing higher-than-normal attrition. Among the many insightful perspectives shared, three practices appeared to be universal across these companies. First, build a culture of solidarity. Then, let employees co-create the workplace experience. Finally, coach your managers on how to genuinely care for others. The author offers several ways to put those practices into action.
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