Employer–employee relationships are shifting ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company Brought to you by Liz Hilton Segel & Homayoun Hatami Global leaders, Industry & Capabilities Practices Talent in a changing market In the news • Most likely to quit. The Great Resignation isn’t over yet. Although employees of all kinds are still leaving their jobs, certain roles are seeing higher turnover. Many of these roles are formerly remote positions that are now being converted to in-person jobs, finds one US compensation software company, suggesting that employees are continuing to prioritize flexibility at work. So which jobs are workers likeliest to quit? Senior customer service reps are at the top of the list, per an analysis of more than 1.1 million US employees’ salary profiles. [Fortune] • In search of accountants. More baby boomers are retiring, and fewer people are looking for jobs. That spells trouble for US employers that are straining to attract skilled workers. Accountants are in short supply at a time when the economy is slowing. Last year through the end of November 2022, US companies posted about 177,880 job openings for roles in accounting and auditing. That’s a 26% increase compared with the same period in 2021. More employers are doling out promotions and raises and are turning to temporary workers for help. [WSJ] “With this talent shortage, companies should be thinking about how they can customize propositions that meet the needs of their own workers.” On McKinsey.com • A shifting relationship. The relationship between employees and employers has fundamentally shifted, say McKinsey’s Bonnie Dowling, Bryan Hancock, and senior partner Bill Schaninger in the latest episode of McKinsey Talks Talent. The COVID-19 pandemic has made it a lot easier to shift jobs, says Hancock. Many employers no longer require new hires to live in the location where the job is being offered. Social capital is also lower, making it easier to move away. In the US alone, four million workers a month are quitting their jobs. • Ultimate flexibility. To attract talent back into the workforce, employers need to make industries and roles attractive from the start. That may take greater creativity. For instance, one manufacturer offered “ultimate flexibility” when it created a new role, Dowling explains. Employees could work any 12 hours (at a minimum) per week, setting their own shifts. Within days, the company received 170 applicants, some of whom have been converted into full-time workers. Hear what today’s companies are doing to meet the changing needs of talent. Learn more — Edited by Belinda Yu, editor, Atlanta Was this forwarded to you? Sign up here. Or send us feedback—we’d love to hear from you. Follow our thinking Copyright © 2023 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007