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First, there was the Before Times; then, COVID-19 turned the world upside down; then, the Great Reshuffle (also known as the Great Resignation) pushed attrition to record highs; now, many say we’re currently in the Big Stay, a sustained period of lower attrition.
But how real is the so-called Big Stay — and perhaps more importantly, what’s next? Is the Great Reshuffle 2.0 just around the corner, or the Big Stay the new normal?
New LinkedIn data can help answer some, but not all, of these questions (you’ll need to turn to tea leaves to tell the future).
The data clearly shows that departures are down significantly: Attrition rates have fallen by 26% year-over-year and by even more since the height of the Great Reshuffle. While that might seem to confirm we’re in a very real Big Stay, the truth is a little more complicated, as we’ll explore below.
Still, recruiting professionals can glean plenty of insights about how attrition is trending, when it might reverse course, and how to prepare. Read on to see what the latest data indicates about the Big Stay, about which industries are seeing the sharpest declines in employee departures, and about how quickly things could turn around.
The current state of the so-called Big Stay
LinkedIn Talent Insights defines attrition as “the number of professionals who departed the company in the past 12 months divided by the average number of employees during this period.” Put simply, attrition measures the share of employees who leave a company within a certain period — regardless of whether or not those roles are backfilled or replaced by new roles.
LinkedIn data shows attrition rates have indeed fallen significantly over the past year.
Across LinkedIn globally, attrition rates have decreased by 26% year-over-year, and by 37% since attrition rates peaked during the Great Reshuffle in August 2022.
This trend can be seen broadly across virtually every industry — though certain sectors have seen more pronounced declines.
The industries seeing the greatest declines year-over-year — like healthcare, food services, and retail — also saw some of the sharpest spikes in attrition during the Great Reshuffle.
That raises an important question: Is the Big Stay actually a period of historically low attrition, or is it just a regression to the mean (a return to business-as-usual) after a period of historically high attrition?
Kory Kantenga, the head of economics for the Americas at LinkedIn, notes that quit rates have simply returned to levels seen in the late 2010s — at least in the United States. While attrition is definitely lower than it was one or two years ago, it’s still unclear whether attrition will continue to fall to truly historic lows, plateau around the prepandemic baseline, or reverse course and rise as quickly as it fell.
When the switch flips, it can flip fast
One thing the last few years have taught us, however, is that if attrition is going to bounce back, it could do so very quickly.
After the onset of COVID, attrition hit a low point in April 2021, but reversed course rapidly — it only took 16 months to rise by 26%, reaching the peak of the Great Reshuffle in August 2022.
Naturally, the Great Reshuffle was itself a unique moment and isn’t guaranteed to reoccur the same way. But just as no one could predict all the changes wrought by the pandemic, it’s very difficult to predict how the global labor market will change over the next few years.
Signs that things may be turning a corner
Still, there are a few hints that attrition rates may reverse course again in the near term to medium term, particularly in the U.S.
Microsoft’s latest Work Trends Index report, done in collaboration with LinkedIn, found that 46% of professionals around the world say they’re considering quitting in the year ahead. Crucially, this is considerably higher than the 40% who said the same just ahead of the Great Reshuffle.
The report also analyzed U.S. LinkedIn data to reveal a recent 14% increase in job applications per role from November 2023 to March 2024.
The U.S. labor market continues to stabilize, according to Karin Kimbrough, LinkedIn’s chief economist. And while the year-over-year change in job transitions is still negative, it does seem to be ticking back up to a higher rate of change over the last several months. Of course, people can only change jobs when there are jobs available, so the state of the economy will likely dictate if and when things turn around.
Final thoughts
No one can perfectly predict the future, but you can be prepared. If and when things turn around, you don’t want to find yourself scrambling just to keep pace with competitors.
“If history repeats itself, this period of low attrition will be followed by a period of high attrition,” writes Daniel Shapero, LinkedIn’s chief operating officer. “Many companies, particularly in technology, are at risk of being caught flat-footed when attrition spikes. . . . Even if you’re not expecting to grow your employee base, backfilling departures often constitutes the bulk of corporate hiring.”
In his conclusion, Daniel notes: “It’s during these moments of reacceleration that those who are prepared win market share. By taking some simple steps now, you can put yourself in a stronger position to retain and attract the right people for the inevitable next reshuffling of talent.”
Methodology
Attrition rate was calculated as the sum of last 12-month (L12M) departures divided by average headcount in the L12M (that is, the headcount at the beginning of the given year plus the headcount at the end of the given year divided by two) for full-time employees. We excluded companies with a headcount of less than 15 or attrition rates of over 50% (small companies).
For year-over-year comparisons, the time period was April 2023 – March 2024 for current year attrition and April 2022 – March 2023 for prior year attrition. Note: Attrition rates rely on LinkedIn members actively updating their profiles and, as such, may vary based on their individual behaviors.
For indexing attrition rates against the low point prior to the Great Reshuffle, we pulled monthly attrition rates in the last 45 months. We then indexed attrition against the 12-month rolling data from April 2021, the lowest attrition rates dipped before rising over the period of the Great Reshuffle. Headcount and departures were calculated on a rolling 12-month basis.
Article by John Botha
When conducting reference and verification checks during the hiring process, employers must navigate the requirements of various legal frameworks, particularly the Protection of Personal Information Act (POPI Act) and the Employment Equity Act (EEA). These Acts impose conditions on the processing of personal information and aim to prevent unfair discrimination in the workplace.
Under the POPI Act, personal information may only be processed under specific conditions. These include obtaining the consent of the data subject, fulfilling a contract to which the data subject is a party, complying with a legal obligation, protecting the legitimate interests of the data subject, performing a public law duty, or pursuing the legitimate interests of the responsible party or a third party. Importantly, the burden of proof for obtaining consent lies with the responsible party conducting the reference check.
When conducting reference checks, employers must also consider the provisions of the EEA. The Act prohibits unfair discrimination in the workplace but allows for distinguishing, excluding, or preferring any person on the basis of an inherent requirement of a job. This means that reference checks should focus on aspects directly related to the essential functions and requirements of the position being filled.
Employers should structure their reference check questions to elicit information relevant to the inherent job requirements. Key areas to explore include the candidate's job title, responsibilities, and employment dates; their performance in the role; strengths and areas for improvement; ability to handle feedback; reliability and punctuality; interpersonal skills; and teamwork. If appropriate, employers may also inquire about the reasons for the candidate leaving the previous position and whether the referee would rehire them.
It is important to note that while the POPI Act and EEA set boundaries for reference checks, there is no legal obligation for previous employers to provide a reference. The only legal requirement is for the previous employer to issue a certificate of service to the former employee. This certificate typically includes basic information such as the employee's job title, employment dates, and reason for leaving.
Given these considerations, employers should approach reference checks with a clear understanding of the relevant legal frameworks and a focus on obtaining information directly related to the inherent requirements of the job. By doing so, they can make informed hiring decisions while respecting the privacy rights of candidates and avoiding unfair discrimination.
In conclusion, conducting reference and verification checks is a balancing act between complying with legal obligations and gathering the necessary information to assess a candidate's suitability for a position. By adhering to the principles of the POPI Act and EEA and structuring reference checks around inherent job requirements, employers can navigate this process effectively and make sound hiring decisions.
When Liz Anderson, director of solutions delivery at Ryder System, wanted to upskill this past year to meet her OKRs (objectives and key results), she knew where to turn: #LearnWithRyder, the company’s IT learning program.
As a leader, Liz wanted to communicate more clearly in her writing, so she took a LinkedIn Learning course, Thinking Creatively. She also wanted to identify any inefficiencies in her team, so she studied value-stream mapping through a #LearnWithRyder learning path on lean and agile thinking.
“#LearnWithRyder has been extremely beneficial in taking my team to the next level,” Liz says, “and it’s strengthened my leadership by demonstrating that you don’t stop learning because you have X number years experience or X number years in the field.”
Liz is one of the trucking and logistics company’s 560 full-time employees eligible for #LearnWithRyder, which was designed to support the company’s tech workers’ in their learning.
The program is unique in a few ways. For starters, #LearnWithRyder was positioned as a high-priority, strategic initiative. It’s about more than a new learning platform. And it relies heavily on change management techniques to motivate people to learn.
It’s also been wildly successful.
Let’s take a look at what the company did and how they did it:
1. Be intentional about what you want to achieve
From the very start, Ryder’s chief information officer Rajeev Ravindran and vice president of transformation Luis Zayas sent the message that learning was critical to the company’s strategy. And Ryder’s Eliza Fendell and Lex Schroeder, who oversee #LearnWithRyder as part of their roles in the transformation and change enablement team, knew that they wanted to align learning to business goals.
This included three business objectives:
- The company wanted to close some skills gaps and bring employees up-to-speed.
- The company wanted to boost retention in IT — even though Ryder employees tend to stay at the company a long time.
- Ryder wanted to attract the best new tech talent available.
“We were very clear about what we were trying to achieve,” says Eliza, Ryder IT’s director of change enablement, “and we needed a high-performance learning culture to deliver on our strategy.”
2. Get senior leaders and other team members on board
One of the first tasks for Eliza and Lex, the senior manager of technology transformation enablement, was to interview senior leaders. This included deeper conversations with Rajeev and Luis and all the VPs, about where the team needed to upskill and develop new capabilities. “We tried to be really intentional about starting at the top,” Lex says, “beginning with listening to the VPs.”
The change enablement team asked leaders what they thought employees needed to learn — and were surprised by what they heard. Yes, the VPs wanted Ryder’s techies to upskill on everything from cybersecurity to Microsoft Azure. “But the first thing all of them said, which was just cool and a bit surprising to me,” Lex says, “was that they wanted more emotional intelligence, things like navigating complexity, giving feedback, and collaborating.”
Leaders were particularly interested in helping their tech employees become, Lex says, “more mindful and aware of how they communicated.”
3. Ask the L&D team for help
Because Eliza was a learning expert — but no one else on the team was — they turned to Ryder’s enterprise learning and development team for help.
Although IT already had a learning platform, employees didn’t use it much. The change enablement team explained to L&D that they wanted a new learning platform that could provide training in both soft and hard skills. But they also wanted to work with someone who could be a true partner and help them think about how to keep employees’ skills fresh. The L&D team suggested LinkedIn Learning.
The change enablement team connected with Maryann Angelella, a LinkedIn account director, and found the collaborator they were after. They launched #LearnWithRyder — with Linkedin Learning — on May 1, 2023.
4. Take a change management approach to learning
Because Eliza and her team were change management experts, they applied change management techniques to encourage employees to learn. “Ryder took the approach that they needed to change behaviors,” Maryann says. “They needed to change employees’ mindsets from ‘not learning much’ or ‘learning isn’t an everyday event’ to ‘learning as part of our normal workflow.’”
How did the change enablement team do this? They started slowly and introduced new learning resources one step at a time to get people in the habit of learning, rather than focusing on what employees learned. “Using change management best practices,” Maryann says, “made them successful faster.”
5. Communicate regularly to employees
As soon as #LearnWithRyder was launched, Lex started sending a biweekly newsletter to employees, encouraging them to learn. The newsletters touched on issues relevant to IT employees and always included links to courses, which ranged from Fundamentals of Sustainable Supply Chains to Managing Your Emotional Response to Workplace Stress.
“Every time we sent out a communication, it was like, boom!” Eliza says. “Our LinkedIn Learning accounts would go through the roof because employees were purposely taking the courses we sent them.”
6. Gamify learning and encourage competition
Once a quarter, Eliza’s team hosted an interactive meeting, which she describes as “this really cool thing you could log into and you’re in this virtual reality space, this kind of hangout zone.” After people spent time there, the change enablement team brought employees back (virtually) to an auditorium where the CIO, Rajeev, set direction for the team and reflected on his own learning.
But they also made a game out of learning. During the meeting, the change enablement team awarded $20 Amazon or $10 Dunkin’ Donuts gift cards to employees who met certain goals, like being one of the first 15 people to take the How to Use LinkedIn Learning course or the first 15 to post on LinkedIn using the #LearnWithRyder hashtag.
The change enablement team encouraged competition between departments too. In meetings with leaders, they highlighted the number of hours that the enterprise technology services team had logged, as compared with those in, say, supply chain and dedicated transportation solutions.
“Competition, we learned, is a healthy way to drive numbers up,” Eliza says.
7. Make learning as accessible as possible
Because people are busy, the change enablement team tried to make #LearnWithRyder as accessible as possible. They encouraged employees to use the mobile LinkedIn Learning app. They made learning available through Microsoft Teams. And in their newsletters, they highlighted that leaders sometimes listened to courses while at the gym.
For Sam Settle, Ryder’s senior director of technology delivery, this was a gift. Sam travels frequently for work and downloads courses, so he can watch them while waiting in airports. Because he wanted to become an even better manager, he watched a number of courses, including several on how to have difficult conversations. “Nobody,” he says, “likes to have difficult conversations, not even the person who’s starting them. But these courses were helpful and gave me more confidence in how I’m leading my team.”
Final thoughts: The numbers speak for themselves
While the goal of #LearnWithRyder is to increase employees’ skills, the change enablement team focused their first-year efforts on building a learning culture and getting employees engaged. During the second year, they’ll work on closing skills gaps.
Still, Ryder IT hit its first-year goals right on. #LearnWithRyder had a 95% activation rate, compared to a 48% rate among their LinkedIn Learning peers. Nearly three-fifths (59%) of #LearnWithRyder participants became repeat users, compared with the peer median of 49%. And their login rate was 50% higher than peers in their industry, according to LinkedIn Learning data.
“Everything we did was intentional,” Eliza says. “We had a plan, and we experimented with what worked and what didn’t work. And we kept doing the stuff that worked.”
Originally posted on LinkedIn
Imagine if learning and development (L&D) professionals could get people as excited about learning as they are about, say, the new Taylor Swift album or the third season of Bridgerton. It’s kind of the holy grail of L&D, getting people so hooked on learning that they’re hungry for more.
Unfortunately, reality tends to get in the way. Employees are often so overwhelmed with deadlines, meetings, messages, and emails that learning gets placed on the back burner. On average, full-time employees have only 24 minutes a week to learn.
But what if they were so inspired to learn that they made it a priority? At a time when there are so many exciting things to learn (for starters, generative AI), this seems like it shouldn’t be a heavy lift. So, it was in this spirit of curiosity and inquisitiveness that we posed the following question to five learning and development leaders: In your experience, what’s the best way to inspire or motivate employees to learn?
Below you’ll find their thoughtful answers — as well as tips on how you can spark a love of learning in your employees.
Christopher Lind: Focus on outcomes rather than on how each employee gets there
“One of the biggest challenges of tapping into employee motivation for learning,” says Christopher Lind, chief learning officer at ChenMed, “is that there isn’t a simple answer. There is no universal solution, and any potential solution is riddled with complexity.
“Each employee has different priorities and preferences, and those attributes are and will always be a constantly moving target. Trying to pick a best practice and cast the widest net has consistently left me right where I started.
“Fortunately, I’ve found some consistent universal principles. The first is to focus on outcomes rather than activity. Be intentional about identifying clear and measurable outcomes people can target, worded in a way they can understand. From there, rather than forcing everyone through a universal pathway, set up guardrails that provide only as much structure as is absolutely necessary.
“After that, offer opportunities and resources that help people reach their destination but allow them the freedom to create their unique pathway, ensuring you provide feedback along the way. This level of autonomy invites people into a journey that matters to them while empowering them to choose their best path.”
Dr. Terri Horton: Encourage managers to have conversations that spark enthusiasm for learning
“To inspire employees to embrace learning enthusiastically,” says Dr. Terri Horton, work futurist and HR consultant at FuturePath, “talent development leaders must personalize learning to resonate with employees. It should be both accessible and relevant so that they are empowered to take ownership of their own development.
“Most employees are hungry for learning that tracks with their career aspirations, the organization’s future-of-work narrative, and internal mobility possibilities, particularly now as AI rapidly reshapes work, jobs, and careers. Sparking enthusiasm about learning starts with leader-led conversations that surface employee perspectives, skill gaps, and aspirations about the future of work and embeds how the organization’s learning strategies can catalyze those outcomes.
“My LinkedIn Learning course, The Manager’s Guide to Career Conversations in the Age of AI, provides a framework for leaders to engage in these compelling conversations.”
Lori Niles-Hofmann: Create an environment of psychological safety, so people feel safe to fail
“Learning is emotional,” says Lori Niles-Hofmann, senior ed tech transformation strategist at NilesNolen. “For most, their experiences were formed as children in the classroom. However, as people age, learning is less about discovery and play and more about anxiety-riddled exams and performance measurement. That’s a very uncomfortable headspace, especially in the workplace.
“This is why it is critical to foster an environment of psychological safety. This means actively coaching and embracing all learning process aspects, especially failures. Individuals must know they are supported as they stretch and grow their skill set, even when it takes multiple attempts. Without this sense of safety, true deep and meaningful learning will be avoided.”
Naphtali Bryant: Frame learning as an investment in the future
“One of the most effective ways to motivate learning among employees,” says Naphtali Bryant, chief people and culture officer at the Lucas Museum of Narrative Art, “is to demonstrate its role as the competitive advantage. I advocate a key principle: ‘When you’re learning, you’re earning.’ This mindset positions learning as a strategic asset, essential for both personal and organizational success.
“Learning broadens worldviews, enabling individuals to adapt to diverse situations and advance their career paths. It equips them with skills to outpace competitors and it showcases their potential within the company. Each new skill or insight sparks innovation and enhances credibility, making continuous learning a crucial mark of expertise in today’s evolving business environment.
“By framing learning as an investment in the future, we create an environment where employees are not just encouraged to grow — they are motivated to thrive. This approach not only enhances individual capabilities but also strengthens our organization with a vibrant, innovative culture that continuously evolves to meet new challenges.
“Emphasizing this perspective helps employees and leaders see that continuous learning is the key to earning the skills, tools, and experiences needed to maintain a competitive advantage in their careers.”
Ruth Gotian: Make the connection between learning and career goals
“Employees are more enthusiastic about acquiring new skills and knowledge,” says Ruth Gotian, chief learning officer at Weill Cornell Medicine, “when they can clearly see the direct benefits to their personal and professional growth. It’s about making the connection between learning and their own aspirations and goals.
“Offering a variety of platforms and mediums for learning is essential to facilitating this connection. People have diverse preferences when it comes to how they absorb information, so providing options ensures that everyone can find a method that resonates with them. Whether it’s in-person workshops for those who thrive in interactive environments, Linkedin Learning courses for those who prefer online self-paced learning, podcasts and articles for those who enjoy audiovisual content, or mastermind groups for collaborative learning, the key is to cater to different learning approaches.
“For my book, The Success Factor, I interviewed hundreds of extreme high achievers, including Nobel Prize winners, astronauts, and Olympic and NBA champions. All of them had an insatiable appetite to learn anything that could make them better, faster, stronger.
“Ultimately, what lights employees up and motivates them to set aside time for learning is the opportunity to grow personally and professionally. The extrinsic motivators of bonuses or certificates are short lasting. By offering diverse learning opportunities and clearly communicating the benefits, organizations can inspire their employees to embrace learning as a lifelong journey.”
Originally posted on Linkedin
In the matter of CONNOR V LEXISNEXIS (PTY) LTD (P18/24) [2024] ZALCPE 11 (11 APRIL 2024) the Labour Court ruled that not all criminal convictions are reason to exclude someone from employment opportunities.nbsp;
The employee applied for a job as a Senior Data Discovery and Enrichment Expert with the employer. On 20 January 2024, the employer emailed the employee saying that his interview had been positive and that the employer required further information from the employee to continue processing the application.
This information included filling out a “RefCheck Consent and Indemnity Form” which the employee submitted the following day.
When filling out the above-mentioned form, the employee responded “yes” when asked if he had ever been criminally charged. In response to the section “If yes, details of charge/conviction”, the employee filled out the available space by saying “For theft in 2001 which has been expunged…”.
On 29 January 2024, the employer sent the employee an email confirming the offer of employment of a 9 month contract. It further stated that the offer was subject to RefCheck verifying all your credentials as valid, criminal checks being clear and a positive reference from a previous employer.’
The employee accepted the offer on the same day and on 30 January 2024, the employer emailed the employee a contract of employment and the document was signed electronically by both parties.
However, on 6 February 2024, the employer emailed the employee stating that the employer was now “retracting” the “conditional offer” of employment because the criminal check had revealed six counts of theft, one count of fraud, and two counts of defeating the course of justice.
The employee responded by explaining that these convictions took place 20 years ago and that his criminal record had been expunged. There was never any response from the employer.
The employee referred a dispute to the CCMA. The employer did not attend the conciliation and the commissioner issued a certificate of non-resolution.
On 8 March 2024, the employee sought an urgent order from the Labour Court (LC) to compel the employer to honour its original offer of employment, which the employer retracted after discovering the employee’s criminal history.
He invoked various provisions of the LRA, BCEA, and the EEA and claimed that the employer’s conduct constituted unfair dismissal, unfair discrimination, and repudiation of contract.
The LC accepted the employee’s claim for unfair discrimination, finding that the employer unfairly discriminated against him on the basis of his criminal history, which was irrelevant to the requirements of the job.
The LC ordered the employer to employ the employee on the terms and conditions of the original contract, subject to a modification of the duration of the contract to reflect the time that had elapsed since the retraction of the offer.
In summary, the criminal conviction should be relevant to the job on offer in order to exclude the candidate from employment.
Published by
Flexibility has become a non-negotiable in the world of work and this unstoppable trend is now forcing policymakers to rethink the regulatory frameworks. “The Work Life We Want”, the final chapter of the “The Work We Want” global research conducted by the World Employment Confederation with the support of FT Longitude, looks into the reality of managing the new flexible workforce, as well as the reforms needed to protect businesses and workers in the new world of work.
Where do we want to work, and when?
In WEC's global survey, most senior executives say that, following the Covid-19 pandemic, employees place as much value on flexibility around where and when they work as on things like pay and benefits. Employers should think carefully about asking people to return to the office — particularly when workers might feel like pay is falling behind the cost of living.
Many talented individuals take time away from the workforce to raise children. But re-entering the job market after a career gap can be daunting. This is particularly true for mothers who often face a lack of confidence and limited options for flexible work.
One such story, recently shared by a mother returning to work after five years as a full-time parent, resonated deeply. She highlighted the challenges of feeling undervalued and the struggle to find jobs that fit her family's needs.
A Mother's Story: Reclaiming Identity and Building a Community
This is her story: After raising her children, she felt hesitant to even include "Full-Time Parent" on her LinkedIn profile, fearing it would be ignored or dismissed. This initial discouragement is a familiar experience for many mothers returning to work.
However, this story takes a powerful turn. Instead of accepting the status quo, she decided to reclaim her identity and build a community. She proudly added "Full-Time Parent" to her profile, alongside her new business venture, "The Five Hour Club" – a community dedicated to supporting women returning to work after children.
A Recruiter's Perspective: Recognizing Skills and Advocating for Change
As a Recruitment Professional, I find this story particularly valuable because it shines a light on two crucial aspects of the modern workforce:
- The Untapped Potential of Parents: Raising children equips individuals with a wealth of transferable skills highly sought after by employers. These include organization, time management, problem-solving, communication, and patience – all essential for success in many roles.
- The Need for Flexibility: Many companies miss out on talented individuals because they don't recognize the value of parental experience or offer flexible work arrangements.
This story is even more inspiring because it goes a step further. By creating "The Five Hour Club," a support system for women returning to work after children, this individual is not only advocating for herself but for countless others.
Actionable Tips for Returning Mothers
So, how can mothers returning to the workforce use this story and this perspective to their advantage? Here are some actionable tips:
- Translate Your Experience: Don't underestimate the value of your parenting experience! When crafting your resume, translate those skills – organization, time management, problem-solving – into clear, concise examples that showcase how they would benefit a potential employer.
- Target the Right Companies: Research companies known for offering flexible work arrangements. This might include remote work options, compressed workweeks, or job-sharing opportunities.
- Leverage Your Network: Connect with members of The Five Hour Club. They might have leads on flexible opportunities or even collaborate with you to build a talent pool specifically for skilled professionals seeking flexible work.
The Future of Work: Embracing Diversity and Flexibility
The job market is evolving, and companies are recognizing the benefits of a diverse workforce that includes experienced parents. By owning your experience and emphasizing the valuable skills you bring to the table, you'll be well-positioned to land the perfect role that fits your needs and talents.
Remember, there is a wealth of support available. Recruitment Professionals are here to help! And, initiatives like The Five Hour Club are paving the way for a more inclusive work environment for all parents.
Join the Conversation!
Share with us about your initiatives in creating the Work We Want.
This mother's story and the perspective of the Work We Want initiative offer valuable insights into the current workforce challenges and conditions. Let's work together to create a future of work that embraces both talent and family.
Follow us on our Social Media platforms and on here for more content related to the Work We Want initiative.
Amy Grilli story Originally posted on LinkedIn
Sr. Content Marketing Manager @ LinkedIn | Data-driven storytelling, content strategy, and actionable insights
While we may be in the midst of the so-called Big Stay, it might not last for long: 85% of U.S. workers recently surveyed said they’re thinking about changing jobs in 2024.
How can talent professionals take advantage? Well, back in 2016, LinkedIn introduced a feature to let recruiters tap into this exact community — allowing members to raise their hand and silently signal to recruiters that they’re Open to Work.
Fast forward to 2024, and well over 100 million members around the world have currently enabled the Open to Work feature. Members can even use an #OpenToWork photo frame to let all LinkedIn members know, though that’s just a small portion of all Open to Work candidates — most choose to only let recruiters see their status.
The benefit for candidates is clear: Open to Work candidates are 2x more likely to hear from a recruiter. But new data suggests that recruiters could be doing more to tap into this talent pool — especially given the impact that this feature offers.
Read on to see just how big that impact can be, and why some recruiters may be overlooking this talent pool and leaving opportunities on the table.
This article is coauthored by senior insights analyst Adriana Zurbano.
Open to Work candidates are nearly twice as likely to accept an InMail and apply to a job
Hirers can find Open to Work candidates using a Spotlight filter applied to searches within LinkedIn Recruiter.
Why this matters for recruiters: Compared with candidates who haven’t signaled they’re open to work, candidates who have enabled the Open to Work feature within the last three months are 78% (or 1.8x) more likely to accept an InMail sent by a recruiter.
This is especially important for recruiting teams watching their available InMail credits. InMails that are accepted (or declined, but not ignored) earn recruiters their InMail credit back — in other words, recruiters are more likely to hear back from a higher rate of candidates, earning more credits back, which in turn allows them to ultimately reach more candidates in total and fill open roles faster.
Similarly, Open to Work candidates are 86% more likely to apply to a job post upon viewing it compared with candidates who haven’t signaled they’re open to work. That means it’s well worth targeting and engaging these candidates to point them to your job opening. By targeting them, you're actively engaging with a talent pool that is eager to seek out new opportunities.
Recruiters could be doing more with Open to Work candidates
Some recruiters may harbor misconceptions about Open to Work candidates, assuming they’re overly eager or potentially less qualified. Perhaps that’s why only 17% of all recruiter searches include an Open to Work filter. But those misconceptions are just that — misconceptions — and recruiters who overlook Open to Work candidates may be missing an easy opportunity to improve their reach and engagement.
In reality, Open to Work candidates aren’t a flood of underqualified applicants — they’re a valuable talent pool waiting to be tapped. With the Spotlight filter, you can actively find the most qualified members who also happen to be Open to Work — then you choose who is worth reaching out to.
Final thoughts
Open to Work candidates are almost twice as likely to accept your InMail and apply to your job posting — yet for many recruiters, they remain an underutilized resource.
If it’s been a while since you’ve used the Open to Work Spotlight filter, consider this your friendly reminder. It’s a simple way to significantly improve your candidate engagement.
Methodology
For this analysis, “Open to Work candidates” includes members who explicitly enrolled in Open to Work, whether enrollment was made visible to all members or recruiters only. InMails included in this analysis were sent in the last 12 months from April 2023 to March 2024. Open to Work candidates enrolled up to three months prior to receiving an InMail. Views and apply clicks for paid jobs occurred in the last 12 months from April 2023 to March 2024. Open to Work candidates enrolled up to three months prior to viewing or applying. LinkedIn Recruiter searches were performed in 2023; Open to Work searches are where the Spotlight filter for interested Open to Work candidates was applied.
Originally published on LinkedIn
published by Jonathan Goldberg
In the case of WHEELWRIGHT V CP DE LEEUW JOHANNESBURG (PTY) LTD (JA 81/2022) [2023] ZALAC 6; (2023) 44 ILJ 767 (LAC); [2023] 5 BLLR 393 (LAC) (21 FEBRUARY 2023)
In 2007, the employee was employed as a Quantity Surveyor. In September 2010, after the employee was promoted to the position of Associate Quantity Surveyor, the parties concluded a restraint of trade agreement restraining the employee from, amongst other provisions, embarking on any business with the employer's clients.
In 2015, the employee became a Director and ultimately became a 20% shareholder of the employer.
In April 2020, due to the COVID-19 pandemic, the employer reduced the salaries of staff members including the Directors. On 30 April 2020, the employee indicated that he did not accept the reduction in his salary as it was in breach of his contract and proposed that he be retrenched.
On 3 May 2020, the employer and the employee agreed in principle that the employee would be retrenched, and his employment was to terminate on 30 June 2020.
The employee referred a dispute to the CCMA, claiming that he had been unfairly dismissed and the severance pay he alleged was due to him.
Before arbitration commenced, the parties concluded a settlement agreement prepared by the Commissioner which recorded that the employee would withdraw the claim and the employer would pay the balance of the severance pay "in full and final settlement of all and any claims which the parties may have against each other…”.
In 2015, the employee was appointed as a Quantity Surveyor for a major project in Nigeria, which had already been awarded to the employer. Satisfied with the employee's assurance that the settlement agreement concluded in the CCMA had released him from the restraint clause, the contractor of the Nigerian project appointed him as a Quantity Surveyor.
The employer sought to enforce the restraint clause by applying to the Labour Court (LC). The LC held that the settlement agreement had not extinguished the restraint and that the employee had breached it.
The employee appealed the decision of the LC before the Labour Appeal Court (LAC).
The employer argued that the agreement had resolved only the unfair dismissal dispute and the amount of severance pay.
The LAC held that the CCMA agreement extended beyond the issue referred to the CCMA and that the settlement agreement could not be confined to these issues.
When the agreement was signed the employer knew that the employee would not adhere to the restraint agreement. Had the employer intended to broaden the reach of the settlement agreement, it should have expanded the exclusion so that the restraint would continue to operate.
The LAC found that the LC had erred by finding that the settlement clause did not cover a dispute that might arise out of the restraint agreement.
The appeal was upheld with costs.