Employees increasingly confident in job stability: Survey

Millennials more confident than older workers
|hrreporter.com|Last Updated: 05/17/2016

A large majority of working Canadians (86 per cent) are as confident or even more confident in the stability of their jobs versus the way they felt a year ago, according to an ADP Canada Sentiment Survey of 862 workers. 

"Confident employees are more focused and generally more engaged, which means they are comfortable with taking risks and innovating. This can lead to better performance and productivity," said Virginia Brailey, vice-president of marketing and strategy at ADP Canada. "A confident workforce is a key ingredient in building a strong employer brand."

Highlights of the survey:

  • Millennials (ages 18 – 34) are optimistic about the stability of their jobs with almost half (46 per cent) saying they are more confident in the stability of their jobs than they were one year ago.
  • A smaller percentage of older workers, particularly those ages 55-64 (24 per cent), are more confident than a year ago, though most report they feel about the same as last year (57 per cent of workers 35 and older).
  • Almost half (47 per cent) of Atlantic Canadians are more confident in the stability of their jobs than they were one year ago.
  • One quarter (25 per cent) of Albertans are less confident in the stability of their jobs than they were one year ago. 

"Human Resources departments are being tasked with creating the programs and structures that support a strong employer brand," said Brailey. "By investing in programs that build culture, leadership and employee opportunity, HR teams set their organizations up for long-term success.  These investments make it easier to attract and retain top talent, even when workforce confidence falters," she added. 

Employer brand-building ideas for organizations: 

Invest in employee development: Creating long-term opportunities for employees aids in retention and builds an employer brand in the labour market. Opportunity-building can include formal training programs and informal assignments that build new skills. 

Work on the culture: A great culture can be a competitive advantage in attracting and keeping top talent, especially for smaller organizations. Flexible work hours, formal and informal recognition programs, community involvement, and perks such as fitness programs can help build a unique culture that can super-charge performance. 

Build great leaders: It is an old saying in HR that people don't quit companies, they quit bosses. Strong leaders are a key part of an employer brand. The HR team should be working to identify future leaders and building programs to develop their skills so they're ready to step up when the organization requires it. Current leaders also need to be supported and coached to ensure they have the skills to pull the organization forward. 


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