Attracting and Retaining Top Talent Will Require Companies to Transform into Quality-of-Life Enterprises

Attracting and Retaining Top Talent Will Require Companies to Transform into Quality-of-Life Enterprises

By: Dr. Michael Hatcher

The COVID-19 pandemic has forever changed the perception of work and the work environment.

To survive as employers, companies must adapt to a new reality and become a Quality-of-Life enterprise (QLE).

People want to work to live with a greater emphasis on the living aspect, not just the working part. As demographics and population groups change and more women enter the workforce, they will want a quality of life associated with what they do and how they do it, as this is the “new normal.”

Women were one of the hardest-hit demographics of the great resignation of COVID-19 because when everything shut down, they had to go home to be with their children and leave their jobs. They had to pivot and focus more on taking care of the family because that has historically been the traditional role of women.

Organizations that were able to pivot with an understanding that moms must work from home and not only said we are OK with that but also became intentional and thoughtful with the approach won BIG. Those organizations survived the pandemic by adapting and adopting the quality-of-life enterprise (QLE) approach.

By being able to work remotely or asynchronously, that mother, who is also a professional woman, became more engaged, more energetic, and more fulfilled because she’s working for a quality-of-life enterprise that values her and all the components of her life.

What has happened so often is that leaders and businesses will espouse family, team, and culture, but they do not honestly care about the people. They do not care about that person’s life outside of the office or the job, and people realize that now. The jig is up on that.

As a quality-of-life enterprise, an organization views people in totality and creates an environment that holistically supports all aspects of a team member’s life.

Systems and processes should be developed that allow people to be empowered and autonomous. We are in the technology age — we’ve gone from an agrarian economy to a manufacturing economy, to a knowledge-worker economy, to now a remote knowledge-worker economy. Technology is everywhere.

Companies that put systems and processes in place will create a culture that allows leadership and collaboration amongst teams without the need to have them under a “watchful eye.”

Companies need to put barriers and boundaries in place regarding off-work hours. For example, Chick-fil-A is closed on Sunday; that is one day their team members can count on being present for their own needs. Let that inspire other businesses. Leaders, ask yourself, what would it mean to implement a policy that says, do not send emails or texts on Sunday or whatever day your company decides is an off-limits day? These are the types of changes that business leaders can adopt to ensure the quality of life for their workers

The modern, progressive company must be intentional about creating a “quality-of-life “ work culture. That is a work environment where your team members feel valued and supported holistically. Many workers leave organizations because they don’t feel valued and, more importantly, other aspects of their lives are diminished as a human, not just the work.

Leaders have to focus on employee satisfaction where your team members and employees have everything needed to create value without limits. Consider how the job, opportunity, or career can positively impact the team member’s life and the things they value. This approach validates people, not the product.

People are the most essential component in the talent supply chain equation. Organizations that adopt and implement quality of life enterprise (QLE) principles and practices will attract and retain top talent and develop a competitive advantage in the marketplace well prepared for the future.