Tim Chatfield Of Jitjatjo On The Labor Shortage & The 5 Things We Must Do To Attract & Retain Great Talent
Remember employees are your greatest asset and if you do things to make them happy, they will be better performers and more likely to stay.
The pandemic has allowed people to reevaluate what they want from work. This “Great Reevaluation” has led to the “Great Resignation” which has left the US with a great big labor shortage and a supply chain crisis. What can we do to reverse this trend? What can be done to attract great talent to companies looking to hire? What must companies do to retain their great talent? If not just a paycheck, what else are employees looking for? In this interview series called “The Labor Shortage & The 5 Things We Must Do To Attract & Retain Great Talent” we are talking to successful business leaders who can share stories and ideas from their experience that can address these questions.
As a part of this interview series, we had the pleasure to interview Tim Chatfield. Tim is the CEO and Co-Founder of Jitjatjo, a workforce management platform and staffing marketplace for contingent labor. Launched in 2015, Jitjatjo was created to transform the way people work to maximize productivity and empower lifestyle choices. With over 25 years of business management and consulting experience, Tim has advised multinational enterprises, global brands, and sovereign governments.
Thank you so much for joining us in this interview series! Our readers would like to get an idea of who you are and where you came from. Can you tell us a bit about your background? Where do you come from? What are the life experiences that most shaped your current self?
Thanks for having me!
I was born and raised in Sydney, Australia and have advised various multinational enterprise organizations and sovereign governments before launching Jitjatjo in 2015. I consider myself a passionate advocate for digital transformation and the sharing economy. When I’m not working, I enjoy traveling and spending time with my wife and two daughters.
Let’s jump right in. Some experts have warned of the “Great Resignation” as early as the 1980s and yet so many companies seem to have been completely unprepared when it finally happened. What do you think caused this disconnect? Why do you think the business world was caught by surprise?
The world has been moving faster and faster since the invention of the personal computer in the ’80s. Until the pandemic, people in the workforce haven’t really had the opportunity to stop and reflect on what “going to work” means for them. Being forced to stay home and take things slowly, while focusing on one’s health, caused many to reflect on what matters most to them and adjust their priorities accordingly.
The pandemic’s impact caught everyone by surprise, but as we bounce back heading into 2022, the business world is doing what it does best — adapting to market forces.
What do you think employers have to do to adapt to this new reality?
Over the past year, it has become abundantly clear that employers need to rethink how they handle and interact with their workforce. Employees no longer simply want flexibility, they are demanding it. If employers want to be successful going forward, they need to accept this reality, create policies, and invest in technology that allows for it.
As businesses pivot their people strategy to meet the increasing demands of their workforce, they must listen to what employees are saying. Finding staff is only half the battle. Keeping them — especially in today’s challenging market is no easy task. Losing employees can be disruptive and costly and with lots of businesses hiring, workers are being lured by higher wages, perks, and other incentives. Businesses no longer need to compare their benefits and culture to other companies in the same industry, now they need to monitor where their workforce is jumping to because they’re able to easily transfer and cross their skill sets.
Based on your opinion and experience, what do you think were the main pain points that caused the great resignation? Why is so much of the workforce unhappy?
If it takes 28-days to build a habit, it’s easy to understand how new habits are formed firmly in 730-days. The pandemic, which has dragged on for 2-years already, has provided an opportunity to reflect on our lives, re-evaluate our priorities, and to explore opportunities that are more personally fulfilling. Many people have determined that they want to be paid a wage that not only allows them to survive but allows them to thrive. They also want the flexibility to focus on their priorities (whatever they may be), and they want to work for a company that inspires them.
Jitjatjo recently conducted a Returning to Work Survey and found an overwhelming 76% of survey participants cited higher hourly wages as a key incentive for returning to work. According to the NYTimes, the hiring crisis has prompted many businesses to raise wages. For example, hospitality and leisure increased hourly pay by 13% in 2021.
When it comes to retention and overall worker “happiness”, thousands of workers in retail, hospitality and healthcare say they don’t feel valued at work, according to a new survey that indicates that the “Great Resignation” will continue to hit employers in 2022.
Many employers extoll the advantages of the entrepreneurial spirit and the possibilities of an expanded “gig economy”. But this does come with the cost of a lack of loyalty of gig workers. Is there a way to balance this? Can an employer look for single-use sources of services and expect long-term loyalty? Is there a way to hire a freelancer and expect dependability and loyalty? Can you please explain what you mean?
As the co-founder of a “gig economy” platform, I think employers need to recognize that the definition of loyalty (in this context) is different than what they think it means.
When embracing a flexible-work model, you are giving up perceived control. Transparency and trust are important foundations that must be created and maintained for this to work for both parties. Providing these foundations are established early, nurtured, and delivering value, you can establish loyalty.
For flexible-work models to succeed, businesses must ensure effective communications and training/support mechanisms are in place to drive service quality and compliance. This is where technology and AI become enablers — giving businesses the control required to operate confidently, while the workforce is gaining more control over their time. This in effect brings more balance/equity to the employer<>employee relationship.
It has been said that “people don’t quit jobs, they quit bosses”. How do you think this has been true during the Great Resignation? Can you explain what you mean?
I think that statement is an oversimplification of what is really going on right now. It is short-sighted to assume that the Great Resignation is simply being driven by “bad” bosses. As discussed earlier, COVID has forced ALL of us to re-evaluate our lives and how we spend our time. A cultural shift is occurring at a macro-level and organizations need to shift their labor models to adapt to it.
I am fond of saying, “If it’s fun they charge admission. But you get a paycheck for working here.” Obviously, I am being facetious, but not entirely. Every job has its frustrations and there will be times when every job will aggravate employees. How important is it that employees enjoy their jobs?
I think now, more than ever before, employees aren’t just looking to simply “enjoy” their jobs, they want to feel fulfilled by them. Employers can support this by opening their lines of communication, supporting the professional and personal growth of individuals, and promoting a strong, positive company culture.
What are a few things that employers, managers, and executives can do to ensure that workers enjoy their jobs?
Take employee engagement seriously. It is easy to say that we care about our employees, but it is something quite different to actually show it.
Company culture is important. According to a study done by MIT Sloane, toxic culture is the largest driving force behind the Great Resignation and current labor shortage. The study found that the leading elements contributing to toxic cultures include failure to promote diversity, equity, and inclusion; workers feeling disrespected; and unethical behavior. In addition to work-life balance (as it relates to scheduling), it’s also important to continue to support your employees’ mental health. I feel the impact that the pandemic has had on overall health (mental and physical) has yet to truly be explored or realized. However, in order for businesses to be successful going forward, they will need to be equipped to deal with it.
Connect with your employees to understand their preferences and make your schedule accordingly. Offer a paid mental health day or consider a team activity to de-stress from time to time. Remember employees are your greatest asset and if you do things to make them happy, they will be better performers and more likely to stay.
Can you share a few things that employers, managers, and executives should be doing to improve their company work culture?
Employees want to feel secure, valued, and heard. Open communications and building meaningful connections are key. Active listening, combined with timely follow-through on actioning issues when they arise, demonstrates that you care while also providing psychological safety.
Company-organized social events are a greater way to build stronger connections and boost morale with your employees and amongst your team. The more connected one feels to an organization, the happier they will be and less likely to leave.
Okay, wonderful. Here is the main question of our interview. What are your “5 things employers should do to attract and retain top talent during the labor shortage?”
1. Offer flexibility whenever possible
To offer a better work-life-balance or “choice” for employees, consider introducing a four-day work week. Although it may be costly in time, recruiting and training in the short-term, it will bring some balance back to people’s lives who still love the industry.
2. Clearly communicate expectations
Specificity is key and can have a tremendous impact if shared through positive reinforcement. For example, instead of just saying, “Great job and thank you,” I suggest getting more specific about what you’re praising. You could say something like, “Great job, Mary. Thank you for your hard work this weekend managing the front of house and handling all of the takeout orders alone on our busiest days. We appreciate the extra effort you put in to help operations run smoothly. Thanks again!”.
3. Pay a fair wage
Consider bumping up your hourly rate to meet or exceed those of your competition. If you’re not currently in a position financially to raise rates now, consider an agreement where you will raise dates at a future date and offer other incentives such as paid vacation days, an additional bonus for a job well done and/or employee discounts. Remember workers are in the driver’s seat these days so you’ll need to make an offer they can’t refuse.
4. Facilitate a positive and welcoming work environment
Company-organized social events are a great way to build stronger connections with your employees and amongst your team and a great way to boost morale. The more connected one feels to an organization, the happier they will be and less likely to leave.
5. Provide a path for growth
Consider offering your employees the opportunity to try different roles within your organization. Maybe your food runner would like some line cook experience or your hostess would like to learn the management side of the business. Find opportunities to have these workers “shadow” more experienced staff members to help their growth and development.
Our readers often like to follow our interview subjects’ careers. How can they further follow your work online?
Feel free to follow me on LinkedIn: https://www.linkedin.com/in/tchatfield/ or via Jitjatjo’s blog at blog.jitjatjo.com
Thank you for these fantastic insights. We greatly appreciate the time you spent on this. We wish you continued success and good health.
