In the Council Discussion: Anticipated Job Changes in 2025 – Strategies for Employee Retention
In the Council Discussion: Anticipated Job Changes in 2025 – Strategies for Employee Retention
Brent Daub serves as a senior partner and co-founder of Gilson Daub, a law firm specializing in workers' compensation, subrogation, longshore, and general liability cases.
As the year 2024 concludes, numerous professionals are thinking about making career changes, with an estimated 58% actively considering job searches in 2025. The recent job market has seen significant movement among workers, but this shift in roles has not translated into increased job satisfaction. In fact, a report from HR Executive reveals that as many as 84% of employees feel unengaged with their jobs, citing feelings of stagnation and lack of opportunities for growth.
As the head of a law firm with offices in 10 states, I have observed a trend among those seeking new employment opportunities in 2025: They are not primarily focused on higher pay but rather on finding more fulfillment in their careers. Experienced attorneys who have seen their income increase over the past four years are asking about personal growth and development rather than salary boosts. Many have expressed frustration with their current job situations, stating, "I'm stuck in a role with no direction, no prospects for advancement, no leadership, and no future."
This trend was identified by Gallup, which coined the term "The Great Detachment." Employees are disconnecting from their current jobs due to a desire to test their leadership abilities, which have gone untested in their current roles. They are seeking a culture that recognizes their worth and potential for growth, not just their output or income.
This shift is not limited to the legal field; a survey from INTOO and Workplace Intelligence found that 59% of employees feel that their companies rarely or never offer opportunities for career advancement outside of their current departments, while 74% consider leadership development and growth opportunities to be as or more valuable than promotions or title changes.
As an employer, these statistics are concerning, but they also present an opportunity. Employers do not have to face another period of "quiet quitting" or mass exits if they focus on offering growth opportunities and leadership development. Most employees recognize that joining countless recruiter spam emails is not a productive use of their time, and they want to avoid being labeled as "job hoppers." Employers can retain talented workers by prioritizing vision, culture, and career advancement opportunities.
Here are four strategies for retaining these aspiring workers by offering what they seek:
1. Define your 2025 vision.
Employees are inspired by a compelling vision that outlines a desired future. Vision serves as a guide for strategy, helps leaders avoid distractions, provides a roadmap for execution, and establishes a standard for evaluating performance success. Employees want to believe that they will be better positioned financially and professionally and that their contributions contribute to the organization's progress. Leadership must articulate a captivating vision that fosters engagement and motivation as they move the team towards a more prosperous future.
2. Clarify your core values.
Values are unwavering principles that steer the organization and its members toward a desirable future. Employees want to know that the company is committed to more than just profitability. Values give employees a sense of security and direction as they work towards achieving organizational goals. Leadership must champion and celebrate these core values, making them a prominent part of the company culture.
3. Implement mentorship programs.
The younger generation of employees seeks out mentorship and guidance from senior leaders. They are eager to develop the skills needed to succeed and to build relationships with top-level executives. While skills training is important, they also prize relationships that signify value. Designate managers and leaders who are willing to invest time into the development of their junior colleagues, going beyond simple skill training. Time is a valuable currency, and relationships communicate value.
4. Cultivate an engaging workplace culture.
Culture is the bond that holds teams together. Today's workforce seeks a collaborative, supportive, and stimulating culture that allows them to make a difference. This includes recognition, appreciation, and a sense of teamwork. A company's culture develops around its core values, and strong leaders uphold and protect this culture.
Although shaping a value system and establishing a clear company culture may seem challenging, leadership has a responsibility to create a work environment that offers personal fulfillment, significance, and purpose to every team member, all while reinforcing the company's core values.
As we approach the new year, it is clear that the future belongs to the next generation of leaders. People crave meaning, growth, and relationships. By addressing the core needs of their workforce, business owners and leaders can pave the way for career advancement, meaningful work, and personal as well as professional growth in 2025.
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In the context of Brent Daub's commitment to his law firm and his field, the following sentences could be written:
Brent Daub, recognizing the trend towards career fulfillment and personal growth among legal professionals, has implemented mentorship programs at Gilson Daub to support the development of junior colleagues.
Inspired by the desire of employees for meaningful and engaging work, Brent Daub ensures that Gilson Daub's culture fosters collaboration, teamwork, and recognition to retain talented attorneys and provide them with opportunities for growth.