HR Headaches: Do we have to be resigned to resignation?

Nadene Evans, Senior Manager of Organic Growth at Zenefits
Nov 18, 2021

The Great Resignation has been heavy on HR’s mind as of late—and isn’t showing signs of slowing down. Is it time we resign ourselves to it? Nadene Evans, Senior Manager of Organic Growth at Zenefits says no. On a new Q&A episode of POPS!, Nadene shares how to give employees the support they need and […]

The Great Resignation has been heavy on HR’s mind as of late—and isn’t showing signs of slowing down. Is it time we resign ourselves to it?

Nadene Evans, Senior Manager of Organic Growth at Zenefits says no.

On a new Q&A episode of POPS!, Nadene shares how to give employees the support they need and the flexibility they crave. You’ll hear different ways to provide flexibility outside of work arrangements, and how to show employees you care so that they’ll stick around. 

After you listen:

Ask a SMB Workplace Question and get featured on POPS! The People Ops podcast.

On this episode, you’ll hear: 

  • [00:11-01:06] What’s happening with The Great Resignation
  • [01:06-02:29] How to ensure your people stick around
  • [02:29-05:05] The main thing employees want today
  • [05:06-05:23] How to ask employees what they want
  • [05:23-06:27] How to advocate for your employees to leadership

POPS Star Bio

Nadene is an SEO thought leader and executive with a passion for organic growth. She increases revenue for companies and brands that are serious about investing in long-term sustainable organic initiatives, and she passionately takes on the challenge of holistic demand gen initiatives and strategies that drive results.


Nadene: You don’t have to be resigned to the great resignation.

Didi: Welcome to POPS  the show that shows you how to shift from human resources, paperwork to people, operations for the new world of work. How by answering one question at a time,

Today to help answer your question. Here’s Nadene Evans, Senior Manager of Organic Growth Marketing at Zenefits. 

Nadene: The great resignation refers to this new post COVID world of work, where employees who are fed up with the status quo are leaving their jobs and record numbers in search of something better.

Matter of fact, it’s estimated that almost 80% of gen Y workers have thought about moving on from their current position. Just in the last six months. And since gen Y represents almost 30% of the current workforce, that’s concerning to say the least. So what does better mean? Why something better? We’ve done a lot of research on this at Zenefits, and we’ve discovered that.

I don’t want to be boxed into things like rigid schedules, job titles, and in flexible work arrangements. And if they are working somewhere where this is still the norm, and they’re watching their friends and their peers find better opportunities that do offer more progressive options, they’re willing to jump ship to get those.

So our podcast today, centers around what you, as an employer and people manager can do to ensure that your people stick around. The thing you have to ask is this, how can I support them? The old world of work focus was how can my employees support the current. Now you need to think from the opposite perspective, if you really want to keep your talent on board.

So we’ve covered this topic pretty in-depth already on , which is our resource center on Zenefits. And the important thing we realized in our interviews and our research is that you don’t have to be resigned to the great resignation. You don’t have to buy into this narrative of. Well, they’re going to just quit.

So expect this attrition and just let them go. This isn’t always true. Now, if your workforce has been toxic and rigid and unflinching and uncaring, well, the great resignations, just waiting to snatch your people away. People don’t want to just leave their jobs for no reason, but if there is uncomfortableness, they will.

And the reason is because now they have options. They have huge options. There’s jobs, everywhere, quarantining, and a candidate centric job market has really pulled back the curtain on what their lives could be like if they just took a leap of faith and found something. You can keep your people, but remember that they’re expecting things now that may not have even been factors before.

COVID the key ingredient and the common denominator. And the big thing is flexibility. So flexibility is everything, and this can be several. It can mean flexible work arrangements, such as remote options, offering them hybrid models of in just say, just in or out of the office. It can mean flexibility in scheduling, like the opportunity to work a four day work week, or even come in later, say a 10 to six shift or a 10 to seven, which might help them navigate childcare or other commitments they might have.

So if you can offer schedule and daily flexibility based on individual. Versus blanket corporate accompany rules. We’re willing to bet your people are going to be inclined to stick around just for that. It can also mean flexibility in time and attendance in general. So here’s an example. Maybe you’re a great employee wants to drop back to a 32 hour work week and maybe they want to have more personal time.

So ask yourself, can they get this same job done in 32 hours? And if the answer is yes, why not just do that? It’s certainly better than having them leave for a part-time gig somewhere else. And then having to train and rehire and hope you find another person who does. And the third thing is perhaps flexibility in compensation.

So you might want to take a look at and rethink your compensation plans. Are you truly transparent? Is your pay equitable? And do you feel that your employees are fairly compensated? And if you’re not sure. Take a poll, take the pulse of your team and find out, go directly to the source. It’s better to ask and know than lose a great employee or two or 10, because you think your pay is fair and equitable and it just might not be their perspective.

It can also mean flexibility in how work gets done. So if you’re a company, for example, with rigid management structures and roles and rules, think about way your employees day-to-day work. Life can be more flexible in general. So an example could be an analyst or a. It must only communicate directly to a manager or give thoughts and ideas to their direct supervisor.

What would it look like if upper management and lower level employees interacted more? If you just remove some barriers and make things more simple for everyone and easier, just more flexible, would they feel less entry-level and more valued? Their voices are heard and their voices are important to the CEO.

You might think that, but do they truly feel. So open some lines of communication, small changes, like that could be a way for your organization to just show that you can be more flexible, less rigid, and then just show that you care. So I would suggest as action steps to first and foremost, just again, ask, give your employees a voice, use pulse surveys, use your Zenefits tools to bring your employee engagement to the front and center and asking shows again that you can.

Open-minded and that you care enough to listen. It could be as simple as that. So if you’ve decided to be flexible and you’ve taken your engagement surveys and you have these great ideas, and you’re going to put things into action, here’s where you can just get creative with this and, and really just, um, hone in and decide, okay, this is how we’re going.

Fix this problem or prevent this problem, share the results of your conversations and your surveys with your company’s leadership. Advise them that this is time to offer up individualized solutions to help employees feel valued, not only as employees, but as humans and people with hobbies and interests and families that they are truly devoted to, and really wanted to put front and center in their.

And how can the workplace better support them? That’s probably the big question that you want to ask, and that’s the big point that you want to make as you move your plans up the food chain and to try to get things implemented. And I would say to end, really, if you want to avoid the great resignation or slow it down, depending on what your situation is, showing that you care is probably the best tool you have to keep your people around.

So be flexible. Listen and care. Thank you for listening, not go do great things. 

Didi: Do you have a question for our experts? You can always email me at [email protected] or head on over to for more insights on content for this show and our others. Thanks for listening.


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