50 Shades of Green. Robust Culture Offsets Employee Mobility.

Robust Cultures can Offset the Trend in Employee Mobility

Early this year, the Australian Bureau of Statistics (ABS) reported that 343,200 people left their employment for a better job or wanting a change. This is a sizeable increase from the 2019 figureof 215,000It looks like Australia’s having its “Great Resignation” moment.

This is not surprising given the current workforce dynamics:

  • Unemployment at historic lows
  • Employee mobility is growing
  • Businesses recognising the need for flexible working arrangements
  • Skills shortages are giving employees greater power

Staff leave. They also come back.

People move on for a range of reasons; a promotion, salary increase, or simple desire for something new. Workload and culture are powerful drivers, too. What’s not highlighted in the people-movement commentary occurring is something I feel is important:

People are returning to their previous employer.

Recently, some exceptional staff who had left the GSA family, came back to work with us. Welcoming somebody who’s returned always makes me happy. They moved on, but their connection to our culture stays constant. We believe there should be a place for people who departed in the right manner. There is no ego, arrogance or recrimination, because a culture of shared respect shows the human qualities of a brand, and value in keeping an open mind.

We believe in the greater good, because sometimes things don’t work out.

With mental health issues in the workplace skyrocketing, it's understandable to think a change in employment can redress personal challenges. Just about everyone yearns for greener pastures; that happiness and fulfillment can be found elsewhere. It’s also worth considering that maybe the grass isn’t greener on the other side (and someone might have to go through change, to realise this)

Some tips for anyone thinking of making a change

At GSA, we have built and nurtured a culture that puts personal-growth and responsibility for others in the same category: The Greater Good. As leaders, we have a responsibility to be mindful of, and share what can benefit the people we work with.

Here’s a few ways we use our culture to help our people become the best version of themselves:

  • Take a moment to reflect on what’s important. Consider the skills and knowledge you’ve gained, and growth opportunities available to you. By investing in your personal and professional development we can help you enhance your skill set, value, and self-worth.
  • Job Satisfaction is a 2-Way Street. Enjoying what you do comes from intrinsic factors like meaningful work, positive relationships, and sense of purpose. Chasing ‘vanity-metrics’ like a title leaves little space for a key human outcome: fulfillment in doing what you’re passionate about.
  • Assess what Work-Life Balance means to you. Our advice to anyone contemplating a job change is to consider the impact it may have on their work-life balance. Longevity within your role may afford you extra flexibility.
  • Offer and Seek Support whenever you can. We often say GSA is a family (people do spend more time with work colleagues than relatives). If you see someone (or find you’re) consistently dissatisfied at work, it's important to engage them, or your supervisor or manager. Understanding one’s feelings can help address specific issues or provide guidance.

Strong cultures improve everyone’s life, in and away from work.  

Everyone has the right to consider opportunities and be curious,we’re all human. As employers, somebody leaving shouldn’t mean disconnecting the power and getting the keys back. We have a duty to support a way back ‘home’ for those that want to return. 

If you’d like more information on why (and how) a ‘culture of care’ can make lives better, I’d be happy to share my thoughts,


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