Rethinking the

Great Resignation
Understanding What Workers
Want from Employers

APR I L 2 02 2
TableOF

Contents

03 Introduction: From the Great Resignation

to the Great Shift

06 Part I: The Scope and Demographics

of the Great Shift

09 Part II: The Underlying Causes of the

Great Shift

16 Part III: A Closer Look at Workers’

Attitudes Toward Benefits

19 Part IV: A Closer Look at Workers’

Attitudes Toward DEI and Company Ethics

22 Part V: How to Rebuild Employee Trust

and Loyalty During the Great Shift

27 Survey Results Summary

2
 I NTRODUC TI ON:

From the Great Resignation

to the “Great Shift”

3
The Shifting Focus of the Great Resignation This all points to financial security as the main driving force
behind people’s unrest and dissatisfaction. And that’s good
In the face of yet another crisis, employers may feel news for employers. In a hyper-competitive candidates’
somewhat resigned to sitting on the sidelines, powerless in market, not everyone can afford to put lavish salary offers
the face of this seemingly unstoppable wave of defections. on the table to recruit top candidates or keep their best
On the other hand, those who haven’t seen much rise in people from leaving.
turnover might feel that this is a distant problem, one that
doesn’t really affect their workforce. But all employers can and should prioritize fair and
consistent compensation.
The Great Resignation hasn’t
died down. If anything, it’s
spreading like wildfire, as In the last six months,
Values Take the Wheel
many people try to refocus
their energy on their personal
lives and aspirations. And it’s
43% While compensation plays a big part in this shift, it’s far from
the only reason people are looking for change.
of working Americans
this shift in priorities rather have considered
than the visible departures looking for a new job. In addition to considering looking for a new job, working
that employers should be Americans have also considered
concerned about.

This means that even if your own organization isn’t seeing

• CHANGING CAREER PATH
an uptick in resignations, almost half of your employees

63%
OR INDUSTRY

have thought about it—and likely have a decent idea of what

it would take to get them to leave.
• GOING BACK TO SCHOOL

Working for a Living, Not a Killing

Money was at or near the top of almost every list when it

52%
• TRAVELING FOR PLEASURE
came to reasons why people switch careers or companies.
When people do place money above other priorities, the
way they do so can be very telling: as often as not, it’s ideas • PURSUING A PASSION
PROJECT
like fair compensation, livable wages, and reliable pay that
top the list.

4
Clearly, workers aren’t simply seeking out the highest
bidder. Many are seeing a chance to put their core values,
like professional growth and purpose, wellbeing, family time,
and more, at the top of the list for the first time in their lives,
and they’re taking it.
About the Research
As our findings reveal, when work clashes with values, many
people will choose their values, even if it means being In partnership with Method Research, we
unemployed for a time. surveyed over 2,000 adults in the United
States in February and March 2022 who
This report presents these findings and our have been employed in the last two years,
recommendations for how HR and business leaders can including people who have been willingly
better recruit and retain workers during this “Great Shift.” unemployed in the last two years.
Most importantly, this report validates people-first, culture-
focused HR efforts—employees want to feel valued,
supported, and cared for by their employers, and they’re
looking for purposeful, engaging work that empowers them
to keep their personal values at the center of their lives.

5
 PA RT I :

The Scope and Demographics

of the Great Shift

6
Where Do Workers Want to Go?

People aren’t just looking to continue their role with

a different employer—many want to change
industries altogether.
88%

Top Alternative Industries

88% of employed
Americans could see HEALTHCARE 14%
themselves working in an
BUSINESS AND PROFESSIONAL SERVICES 13%
industry other than the
one they are currently ARTS, ENTERTAINMENT, AND RECREATION 12%
employed in.
It’s somewhat surprising to see healthcare at number
one, as this is an industry with high burnout rates even
before the pandemic and lagging wage growth despite
GEN Z

MILLENNIALS

GEN X

BOOMERS

Nearly all Gen Z and pandemic-related staff shortages. However, since people
millennials could see are letting their values lead their employment decisions,
themselves working then it makes sense that they may feel more attracted to
in an industry other a field that’s dedicated to caring for people, whatever the
than the one they are downsides may be.
currently employed in,
compared to 84% Similarly, arts, entertainment, and recreation at number
of Gen X and 72% three paints a picture of people wanting to find work that’s
of Boomers. rewarding in a personal sense rather than a financial sense.

72%

84%

94% 94%

7
 Younger Workers, Blue Collar Workers
More Likely to Want a Change

Younger generations are more likely to say they’ve started or

considered looking for a new job in the last six months.
GEN Z 48%
MILLENNIALS 44% While the media often paints Gen Z and Millennials as entitled
and fickle generations, they've also been the hardest hit
GEN X 42% financially by the pandemic and economic downturn.
BOOMERS 30% • 32% of Millennials have more credit card debt than
savings, the highest of any generational cohort.
• 46% of Gen Zers have less emergency savings now than
they did before the pandemic.

More blue collar than white collar workers are looking for
a new job.
EMPLOYED BLUE COLLAR WORKERS 48%
EMPLOYED WHITE COLLAR WORKERS 38% Less Permanence in the Lower Ranks

The higher up someone is on the corporate ladder, the less

likely they are to have considered looking for a new job in the
last six months.

INDIVIDUAL CONTRIBUTORS
TEAM LEADS OR MANAGERS
VP AND ABOVE
47% This highlights a possible disconnect between executives and
employees during this Great Shift. As executives have more
42% financial security and professional incentives, they may not
29% recognize the issues driving worker demands. Because of this,
it’s more important than ever for business leaders to take the
time to listen to employees and understand their perspective.

Overall, people are looking to shift career paths toward more

profitable and fulfilling industries, but within those industries,
they want more support, stability, and balance—everything
they’ve been missing in the past few years.

8
 PA RT I I :

The Underlying Causes

of the Great Shift

9
Financial Security as the Foundation of a
Good Life
After two long years of economic convulsions—including
wage freezes, layoffs, record-level unemployment, inflation,
and rising food and housing prices—it shouldn’t come as a
surprise that money is a primary concern for workers.
1 in 10 (10%) employed Americans currently work multiple
jobs. Of those,
31%
do it because they can’t afford to live
without a second paycheck.
25% do it to pay-off debt.
Wanting to be paid more just makes sense. However,
when we focus on the data points having to do with
compensation, what we see is higher wages are only part of
the compensation equation for workers. Workers—especially
in lower-income jobs—also want employers to:
• PAY THEM FAIRLY
• PAY THEM ON TIME
• GIVE THEM THE CHANCE TO GET A RAISE OR A PROMOTION
• OFFER HEALTHCARE BENEFITS
From this perspective, people have reasonable standards
for what makes for a desirable compensation package. This
data also suggests that, when people lack financial security,
what they care most about is reliable, fair compensation that
will help them achieve stability. That’s values-driven,
not mercenary.
10
Rewarding Work Supports a Rewarding Life In these two breakdowns from multiple-selection lists, it’s
easy to see compensation sitting at the top and ignore the
What’s Most Important to Workers when Thinking of rest. But if we assume compensation is an ever-present
Their Company or Work Environment? factor, what else can we learn?

Livable wage 61% Positive or uplifting work environment 52%

Positive or uplifting work environment 52% Healthcare benefits 49%

Healthcare benefits 49% Opportunities for raises 49%

Opportunities for raises 49% Room to grow or be promoted 44%

Room to grow or be promoted 44% Better work-life balance 43%

Flexibility 42%
What Do Workers Prioritize when Considering a New
Industry for Employment?
Healthcare benefits 36%

Better pay 62%

Consistent pay 35%

Better work-life balance 43%

When money is a given—for example, when choosing
Flexibility 42% between two jobs with equal pay—people look for a more
positive, supportive, and purposeful work environment.

Healthcare benefits 36% And since we know that more money isn’t always the real
issue, this should make employers ask themselves, “If we
pay fairly and on time, how do we stack up in other areas?”
Consistent pay 35%

11
Employers Earn Loyalty by Helping
Workers Succeed
The Great Resignation has given workers the opportunity
to be pickier about the employer who gets not only their
labor, but their loyalty. According to our findings, employers
earn that loyalty when they invest in their employees’
development and success.
And even as many people struggle to be financially stable,
it’s important to note that compensation is more than a
means to that end. Employees are judging employers by
the investments they make in their workforce, and fair pay is
a clear indicator of whether a company stands by its pledge
to care for its employees.
It takes both pieces—financial and relational—to build trust
and loyalty with employees. Without these, people will leave.

What Promotes Employee Loyalty and a Positive

Outlook Towards an Employer?
Supportive work environments
Growth opportunities
Some Have Chosen Unemployment Over
Unsatisfactory Wages and Work
62% As a part of this survey, we surveyed people who were
unemployed by their own choice in the last two years.
Our findings suggest that many people will put themselves
59% in financial hardship rather than stay in an
unacceptable situation.

Compensation geared towards how much

effort/work an employee puts forth
51% Of the survey respondents who are willingly unemployed,
66% chose to do so in the last year.

Clear and transparent

paths to promotion
39%

17%
And yet,

19%
Company culture and
values that I believe in
37%

say they didn’t have

a backup plan when of the voluntarily
they left. unemployed say they’d
People want to build a future for themselves, and they’re prefer to be working.
looking for an employer who is committed to partnering
with them and will provide the mentorship and opportunities
they need.

12
 Unemployed People Can’t Afford to Opt Out of
Work Indefinitely

Many people who choose to be unemployed can’t afford to

Top 5 Reasons Willingly Unemployed
stay away for too long. Consequently, employers may see
Left Most Recent Job
an influx in the coming months of people who have been
WANTING TO RETIRE 33% unemployed by choice but are now returning to work.

DISSATISFACTION WITH WORK 19%

NEEDING A MENTAL HEALTH BREAK 17%

EMPLOYER NOT PAYING THEM

WHAT THEY’RE WORTH 14% More than half
of willingly
UNETHICAL ACTIONS FROM
LEADERSHIP OR MANAGEMENT 12% 56% unemployed
Americans are
AMERICANS
GETTING BY getting by on
ON SAVINGS
While the top reason for willing unemployment is retirement, their savings.
the other top reasons echo the findings we’ve already
discussed—people want fulfilling work, broad-ranging
support, and fair wages. Even retirement could be
interpreted as older workers deciding they’d rather opt out
than keep dealing with subpar working arrangements.

Another key point rises to the top as well—the way Other common ways of making ends meet include
leadership and management act has a direct impact on
retention. This should be an immediate red flag for business FAMILY MEMBER INCOME 48%
leaders looking to strengthen employee trust and retention. RETIREMENT ACCOUNTS 38%
As workers increasingly value the relational aspects of work,
WORKING A SIDE HUSTLE 31%
the people in charge make a significant difference in
an organization’s culture and in people’s decision
to stay—or go.

13
 The Gendered and Generational Divide of
Two in five Americans believe they Mental Health Strain

41%
could be unemployed for more
than six months while remaining
financially stable, with the average Needing a Mental Health Break Is Making Them
length being eight months. Consider Leaving Their Current Employer

27%

For unemployed Americans worried about their financial

stability, 5 months is the average time they estimate they
can get by without working. 18%

Workers Continue to Feel Mental and

Emotional Strain

WOMEN

MEN
In a 2021 BambooHR survey on the effect of COVID-19 on
remote employees, 79 percent said they felt burned out
on a monthly basis, and 56 percent said they felt totally
tied to their desk and computer.

GEN Z

MILLENNIALS

GEN X

BOOMERS
This pressure to always be on may have gone away for
some, but many workers still struggle with
mental exhaustion.

24%
One quarter want to leave their
current employers because they 15%
need a mental health break.

21%

26%
28%

14
As employers review their policies to better support
employee mental health, they need to take their workforce’s

27%
American workers that
age and gender makeup into account to make sure their are considering quitting
policies aren’t leaving out vulnerable groups. because they’re dissatisfied
with their work.
People Feel Undervalued and Dissatisfied
Despite Getting More Benefits
And all of this is despite the fact that many companies are
Many Americans feel undervalued and uncared-for by their offering more benefits.
employers, and they don’t feel engaged by their work. The
answer to this problem, however, isn’t to simply offer more

57%
benefits—many employers already have. Americans say their company
has added to or increased
their benefit offerings in the
Nearly 2 in 5 last year.
Americans say that, in
the last year, they’ve
felt the least valued Benefits tend to be one of the concrete ways companies
they’ve ever felt show employees they value them and care about their

38% in their entire

working career.
wellbeing. However, there’s a clear disconnect between how
employers are presenting these benefits and how workers
see them, which we’ll examine in more detail in the
next section.

The pandemic also seems to have soured the employee-

employer relationship. One third (34%) of Americans say
their current or most recent employer has cared less about
them as an employee in the last two years.

15
 PA RT I I I :

A Closer Look at Workers’

Attitudes Toward Benefits

16
Benefits Are a Basic Necessity, Not a Frill
of Americans say benefit
However employers may feel about the subject, a majority
of Americans expect companies to offer benefits, and
70% offerings play a large part in
their final decision when looking
many believe benefits should be offered regardless of an at potential employers.
employee’s classification or position.

76% of Americans say benefits are a necessity

for companies to offer employees.
70%
of Americans say they take the
benefits they’ll lose into account
when thinking about leaving a job.

of Americans disagree that only full-

56%
time employees should be offered
benefits, with another 56% disagreeing
that certain jobs don’t deserve to have Health Insurance and Time Off Are the Most
benefits included. Important Benefits

It shouldn’t come as a surprise that health insurance is

Perhaps this explains why so many workers report feeling
like their employers don't care even as employers have
increased their benefit offerings. If people feel that
these benefits should have evolved over time to continue
providing adequate support, then they may not see
additional benefits as proof of their employers’ care.
Instead, employees may feel as though it’s a day late
and a dollar short.
the benefit Americans want most. But the next two in line
deserve some notice as well. Americans don’t just want
access to health insurance—they also want to be able to take
time off to get well.
Top Benefits When Considering Employment
HEALTH INSURANCE 84%

Benefits Are Part of the Total WELLNESS OR SICK TIME OFF 83%
Compensation Package PAID TIME OFF 81%
DENTAL INSURANCE 74%
One thing is clear: Americans care about the benefits
they’re offered, and these benefits carry a lot of weight in VISION AND EYECARE BENEFITS 72%
people’s employment decisions.

17
Benefits According to Age: Health Insurance What Is One Benefit that Should Be Required
and Time Off Stay at the Top for Employers to Offer to All Employees?

Wellness or sick time off comes out as #1 for Gen Z Even in the free responses we received, health insurance,
and Boomers. pay, and time off came up again and again as benefits every
employer should offer their employees.
Gen Z
“Health care benefits should be included with employment.”
WELLNESS OR SICK TIME OFF 78%
HEALTH INSURANCE 78%
PAID TIME OFF 74% “Excellent health insurance “Health benefits, including
benefits to all.” dental and vision.”

Millennials
“I think affordable healthcare is definitely something
HEALTH INSURANCE 83% that should be required for all employers to offer
regardless of staff. Stuff happens.”
WELLNESS OR SICK TIME OFF 82%
PAID TIME OFF 82%
“Sick days off; nobody should “Fair wages and
have to work if they are ill.” full benefits”
Gen X

HEALTH INSURANCE 89%

WELLNESS OR SICK TIME OFF 86%
PAID TIME OFF 83%

Boomers

WELLNESS OR SICK TIME OFF 85%

PAID TIME OFF 85%
HEALTH INSURANCE 84%

18
 PA RT I V:

A Closer Look at Workers’ Attitudes

Toward DEI and Company Ethics

19
Workers Look for Employers who Value Diversity

Diversity, equity, and inclusion (DEI) are part of the Tops Ways Employees Say More Diverse Coworkers
core values that Americans want to see reflected in the Benefit an Organization
companies they work for. They look for a commitment to
diversity both before and after they’re hired, and they view
it as benefiting organizations across the board. Company culture growth 45%

53%
of Americans say workforce Different ways of approaching problems 41%
diversity is important in their
employment decisions.

Coworkers have different life experiences

to learn from
41%
Nearly half (45%) of employed Americans say that in the last
year, they’ve noticed their company’s workforce become
more diverse. New/varied skill
sets on teams
39%
43% of employed Americans say that their company has
been vocal about their efforts to hire diverse candidates.
Working with diverse coworkers
challenges traditional ways of thought
34%

20
Workers Have High Ethical Standards for
Their Leaders and Companies

Americans are keeping a close eye on employers. They want The main ways that employers treat workers
to work for a respectful manager at a company with a strong unequally include:
culture. Instead, they’re seeing inequitable and unethical
actions coming from leadership.
Enticing specific employees to stay more than others 26%

23%

29%
Pushing certain employees to leave
of working Americans prioritize a
respectful manager when considering
a new industry for employment.
New employees being treated better
than long-standing employees 22%

20% prioritize better company culture.

14% More than 1 in 10 American workers are

considering leaving their job due to
unethical actions from leadership.

Americans expect better—or at least table stakes for

74%
Three-quarters of employed
acceptable employer behavior. They’re willing to leave
Americans say not all employees are
their job or put a public spotlight on their employers for
treated equally at their organization.
unacceptable actions.

25%
One in four Americans say they’d
go to the press if their employer did
something completely unacceptable.

21
 PA RT V:

How to Rebuild Employee Trust and

Loyalty During the Great Shift

22
More than anything, organizations need to rebuild trust
with their employees if they want to earn their loyalty.
The vicissitudes of the last few years have eroded
American workers’ tolerance for unacceptable working
conditions. People will walk away from a company that
doesn’t value them or provide the support and balance
they need.
Clean Up and Clear Up Your
Compensation Strategy
It’s high time we acknowledged the compensation
elephant in the room. Money matters. It’s not the only
thing people care about, but as our findings confirm, it’s
number one.
Employers should put that same level of focus and effort
into their compensation strategy, and they should work
to be as transparent as possible about pay with potential
and current employees.
How to Get Started
1. Paying Fairly
• Commit to paying your employees fairly by relying
on market data and building pay ranges.
• Review salaries and wages at least once a year to
make sure employees’ pay reflects current market
value as well as their growth and development.
2. Creating a Transparent Compensation Structure
• Create promotion paths for each position, and
share them with candidates and employees, so they
can see their potential for growth with the company.
• Create standard guidelines for raises and
promotions, with flexibility built in for specific
benchmarks across different teams, divisions,
and departments.
• Put benefits at the center of your total
compensation package by showing employees the
breakdown of the value they’re receiving for those
benefits and how much the company contributes
to them.
3. Training Managers on Compensation
• Train recruiters and hiring managers on how to have
open and informed conversations about the pay
range for each open position.
• Train managers on how and when to discuss pay
with their subordinates, especially if managers have
a say in promotions and raises.
23
Rethink Your Benefits Strategy
Benefits need to serve as the foundation for the
employee experience. People see their work and
wellbeing as inextricably linked, and they expect their
employer to provide them with the resources to live
a healthy life. Our findings are fairly straightforward
about what these basic expectations are, but
there’s still plenty of room for customization and
improvement according to your employees’ needs
How to Get Started
Health insurance is the benefit employees want most.
If you already offer it, think of ways you can maximize its
value by doing some of the following:
• Survey employees to understand how they use the
plans you offer and the gaps that need filling.
• For example, consider adding an employee
assistance program (EAP) to provide more
emotional support.
• Consider your workforce demographics and the unique
benefits you may be able to offer them.
• For example, dependent care flexible spend
accounts for employees with child care expenses
or supplemental insurance options that cover
Medicare gaps for older employees
• Train employees on the specific benefits included in the
health insurance plans to increase plan usage.
• Remove the stigma of receiving and asking for care.
• For example, train managers and employees on
the importance of preventative care, self-care, and
mental health.
• Negotiate lower premiums with your provider or with a
different provider.
• Add more or different plan options to better serve
employees.
• Increase the employer premium contribution to lower
the cost for employees.
• Offer to match employee contributions to HSAs (up to
a determined amount).
24
Time off is another way you can show employees your
organization actually provides them the resources to
cultivate a work-life balance. If you don’t already do so,
consider doing the following:
• Offer paid time off (PTO) for all employees.
• Offer or expand your paid parental leave policy, and
make it inclusive to all types of families (e.g., adoptive
and birth; same-sex, single, and heterosexual parents).
• Increase PTO accrual according to tenure, which
rewards loyal employees and encourages newer
employees to stay.
• Encourage your employees to take their PTO by
building a culture of trust, prioritizing wellbeing,
reminding managers and leaders about the dangers of
employee burnout, and shifting away from associating
productivity with busyness.
• Offer floating holidays, so people have paid time off to
honor their own cultural and religious traditions.
• Remove or extend rollover caps for unused time off to
encourage people to take time off when they’re ready
to do so.
• Consider separating PTO from sick time off or offering
unlimited PTO, so people don’t feel pressured to work
when they’re unwell.
Flexibility and balance doesn’t just have to be about
offering remote or hybrid work, though that’s certainly a
popular option for many workers. However, even if your
business depends on in-person work, you can still give
employees more choice. Here are a few other ways you can
offer flexibility and promote a healthier work-life balance:
• Offer flexible scheduling. For example, giving
employees the choice to:
• Work earlier or later in the day (e.g., starting at 6 AM
rather than 8 AM)
• Work a compressed work week (e.g., four days
rather than five days a week)
• Swap out one week day for a weekend day
• Work part-time
• Work at a different location (if your business has
several locations)
• Offer predictable scheduling. This is especially
important if your business isn’t able to provide a flexible
schedule. This can look like:
• Setting specific hours for when employees need
to be available for meetings or customer service,
leaving the rest of the work day up to them
• Avoiding meetings that are too early or after
working hours
• Avoiding contacting employees about work-related
issues outside of working hours
• Keeping employee shifts consistent (and informing
them of any changes well ahead of time)
25
Create a Company Culture of Care
Tackling the Great Shift means accepting that there’s been
a shift in the dynamic between employer and employee.
People want companies to care about them and about the
rest of their workforce, too.
We’ve already discussed the biggest ways employees want
to see that care—compensation, benefits, and flexibility.
Our findings suggest this care has to permeate every
interaction that employees have at work.
When we asked respondents how their employer could
make them feel valued, their answers underscore that it’s
really the entire employee experience that matters.
What actions can an employer take to make
you feel valued at a company?
GIVE ME A BONUS OR RAISE 61%
RECOGNIZE MY WORK ONE ON ONE 48%
GIVE ME ADEQUATE SUPPORT TO DO
46%
MY JOB (TOOLS, PERSONNEL, ETC.)
How to Get Started
• Survey employees: Understand what your employees
need by regularly soliciting feedback at major stages of
their experience with you, like candidate, new hire, and
employee satisfaction surveys and exit interviews.
• Change your policies: Once you get feedback, act on
it. Make changes to fill in the gaps in employee support
and show people you’re listening.
• Formalize your DEI strategy: People fall back on
their own instincts and biases without clear policies and
training, so consistency, structure, and training are key
in creating a lasting culture of belonging. With a clear
structure in place for how you recruit, hire, and engage
underrepresented groups, you can more easily identify
and eliminate bias, focus on individual skills and growth,
and continuously refine your strategy.
• Lead by example: HR can’t shoulder the burden of
culture alone, especially since they often don’t have
final say on company policies. Leverage the results from
your own surveys in conjunction with outside data, like
this report, to get leadership on board with taking a
people-first approach.

INCREASE BENEFITS FOR

LONGSTANDING EMPLOYEES 46%
(MORE TIME OFF, ETC.)

ENCOURAGE AND SUPPORT ME

TO CONTINUE MY PROFESSIONAL 40%
DEVELOPMENT

26
Survey Results Summary
F E BRUA RY A ND M A RCH 2022

27
Methodology BambooHR conducted this research using an online survey prepared by Method Research and distributed by
RepData among n=2,012 adults (18+) in the United States who have been employed in the last two years. The
sample was split between currently employed adults (1,559) and unemployed by their own choice in the last
two years (453). The sample was equally split between white and blue collar workers, age groups, gender, and
racial/ethnic groups with a nationally representative geographic spread of respondents. Data was collected from
February 11 to March 3, 2022.

Sample Profile Age: 18-25 (Gen Z) 24% Marital Married/Committed partner 44%
26-41 (Millennial) 31% Status: Boyfriend/Girlfriend 12%
42-57 (Gen X) 27% Single 30%
58-76 (Boomer) 18% Separated/Divorced 10%
77+ Less than 1% Widowed 3%

Gender: Female 57% Children: Ages 12 or under 28%

Male 42% Age 13 - 17 15%
Adult child(ren) 18+ 24%
Race: Caucasian/White 69% No children 44%
African-American/Black 18%
Asian 3% Household Less than $25,000 19%
Hispanic/Latino 8% Income: $25,000 - $49,999 29%
Other 2% $50,000 - $74,999 21%
$75,000 - $99,999 13%
Region: Northeast 18% $100,000 - $149,999 10%
Midwest 22% $150,000 or more 8%
South 44%
West 15% Education: High school or less 34%
Technical or vocational certificate 12%
Employment Employed 77% Associate’s degree 19%
Status: Unemployed 23% Bachelor’s degree 25%
Master’s degree or MBA 8%
Industry: Blue collar 51% PhD 2%
White collar 49%

28
Findings

Q1a.
Working a single full-time job 72%
Out of the following Working a single part-time job 17%
employment options, please Working a full-time job and a part-time job 5%
select which of the following Working multiple part-time jobs 3%
best applies to your current Working multiple full-time jobs 2%
employment situation. NET: Working multiple jobs 10%

Base: Currently employed, n=1559

Q2a. I want to increase my savings 35%

I can’t afford to live without a second paycheck 31%
Why are you currently working I am working to pay off debt 25%
multiple jobs? I like the variety of multiple jobs 17%
I am interested in multiple industries 15%
Base: Currently working multiple I like the purpose/cause of the company 15%
jobs, n=156; sample size too small I can do multiple jobs with the same effort as a single job required 13%
for subgroup analysis Other 3%

29
Q3a. Looking for a new job 43%
Non-work travel 35%
In the last 6 months, Pursued a passion project 26%
have you done any of the Switching career paths 22%
following or considered Returning to school full or part-time 19%
doing any of the following? Changing industries 14%
Changing where I live to better suit remote work 14%
Base: Currently employed, n=1559 Changing where I live to go back to the office 7%
NET: Change career path, industry, return to school 63%

Healthcare 14%
Business and professional services 13%
Arts, Entertainment & Recreation 12%
Education/Training 10%
IT, technology and telecoms 10%
Retail 10%
Construction 9%
Q4a. Consumer services 9%
Consulting 8%
If you left your current work Food/Beverages/Restaurants 8%
industry, what potential Travel/Hospitality 8%
industries do you see yourself Advertising/Marketing/PR 7%
swapping to? Financial services 7%
Manufacturing and production 7%
Base: Currently employed, n=1559 Real estate and property management 7%
Government/Non-profit 6%
Transportation 5%
Media/Publishing 4%
Energy, Oil/Gas, Utilities 3%
Legal services 3%
Other 3%
I’m not interested in changing my professional industry 12%

30
 Better pay 62%
Better work-life balance 43%
Flexibility 42%
Healthcare benefits 36%
Consistent pay 35%
Q5a. Location 34%
401(k)/IRA benefits 30%
What do you prioritize when Respectful manager/leadership 29%
considering a new industry PTO/Sick leave benefits 25%
for employment? Remote work 23%
Better company culture 20%
Base: Currently employed, n=1559 Healthier working conditions 20%
PTO for major holidays 19%
Diversity, equity, and inclusion 17%
Easier/less work 15%
Childcare or family leave benefits 11%
I have no interest in swapping my current working industry 5%

Q6a.
How long have you been Less than 6 months 12%
employed at your current job? 7–12 months 14%
If you have multiple jobs, 1–2 years 19%
please answer for your 3–4 years 18%
longest held position. 5+ years 36%

Base: Currently employed, n=1559

31
 Employer not paying me what I’m worth 35%
Dissatisfaction with work 27%
Needing a mental health break 24%
Desire to pursue a passion/hobby 19%
Unethical actions from leadership / management 14%
Q7a. Wanting to retire 9%
Lack of action regarding COVID-19 9%
What are some factors that are Too much action regarding COVID-19 9%
making you consider leaving Lack of diversity or inclusion efforts in my workplace 8%
your current employment? Lack of childcare resources 6%
Long-term travel (greater than a month) 4%
Base: Currently employed, n=1559 Short-term travel (less than a month) 4%
I don’t need the money 2%
Other 3%
There’s nothing that is making me consider leaving my current job 18%

Q8a. 0–6 months (Net) 67%

7–12 months (Net) 10%
How many months do you 13–18 months (Net) 1%
estimate you could be 19–24 months (Net) 1%
unemployed for and stay More than 2 years, I have no concerns as of
financially stable? right now how long I could be unemployed for 21%

Base: Currently employed, n=1559 *Mean of those concerned: 4 months

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 Common themes:
• Look for another job
• Try a new career
• Mental health stress
• Pursue passion project
Q9a. • Education

If you were suddenly out of a

job, what would you do with
your life?
Base: Currently employed, n=1559
Select quotes:
• “I would try to pursue a passion and accomplish something.”
• “I would find another job, collect unemployment while looking for a job.”
• “take the risk and apply to jobs i’m really excited about and want to pursue”
• “Try and go back to school”
• “I would look for a new job and maybe take on some new hobbies. I would also
spend more time with my children.”
• ”I would have to drop everything and dedicate myself to a job search until I found
something, anything, as soon as possible.”

Less than a month 10%

Q1b. 1–2 months 11%
3–4 months 13%
How long have you been 5–6 months 10%
unemployed for? 7–8 months 10%
9–10 months 4%
Base: Currently unemployed in the last 11–12 months 8%
two years of their own choice, n=453 More than a year 34%

33
 Wanting to retire 33%
Dissatisfaction with work 19%
Needing a mental health break 17%
Employer not paying me what I’m worth 14%
Q2b. Unethical actions from leadership/management 12%
Desire to pursue a passion/hobby 6%
Why did you leave your Lack of childcare resources 6%
most recent job? I didn’t need the money 4%
Lack of diversity or inclusion efforts in my workplace 3%
Base: Currently unemployed in the last To start a business 2%
two years of their own choice, n=453 Long-term travel (greater than a month) 1%
Short-term travel (less than a month) 1%
To become a social media influencer 1%
Other 17%

Q3b.
0–6 months (Net) 31%
How many months do 7–12 months (Net) 8%
you estimate you can be 13–18 months (Net) 1%
unemployed and stay 19–24 months (Net) 1%
financially stable? More than 2 years, I have no concerns as of right
now how long I could be unemployed for 60%
Base: Currently unemployed in the last
two years of their own choice, n=453 *Mean: 5 months

34
 I’d prefer to be working 19%
Q4b. I didn’t have a backup plan when I left my job 17%
Finding another job after quitting has been more difficult that I thought it would be 16%
Please select any of the My unemployment is only short-term; I plan to rejoin the workforce if my current
following statements that apply situation doesn’t work out 15%
to the quitting of your job in the I quit to be a full-time caretaker (e.g., for children, aging parents, etc.) 13%
last 6 months? I’m waiting out the COVID-19 pandemic due to health concerns 11%
I wasn’t prepared for the mental toll of unemployment 10%
Base: Currently unemployed in the last I’m waiting out the COVID-19 pandemic due to mental health concerns 8%
two years of their own choice, n=453 I decided to go back to school 4%
None of the above 34%

Rank Rank Rank NET: Rank 1–5

1 2 3 (Any rank)

Savings 20% 19% 11% 56%

Q5b. Income from a family member 28% 8% 4% 46%

How are you financially getting Retirement accounts 21% 10% 4% 38%
by while being unemployed? Working a side hustle (Uber, Doordash, 7% 11% 4% 31%
Please rank your financial walking dogs, etc.)
sources by how much you are Investment income (real estate, stock market, 3% 5% 6% 21%
currently relying on them, crypto currency, other)
with 1 being your most relied
Earnings from the stock market 2% 3% 7% 19%
on financial source.
Government unemployment checks 6% 4% 4% 18%
Base: Currently unemployed in the last Taking on loans or credit card debt 2% 2% 3% 17%
two years of their own choice, n=453
Other 11% 4% 2% 21%

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Q6b.
Why did you leave your last job?
Base: Currently unemployed in the last
two years of their own choice, n=453
Q7b.
What has been your biggest
lesson learned in the last year
being unemployed?
Base: Currently unemployed in the last
two years of their own choice, n=453
Dissatisfied with work 24%
Needed a mental health break 23%
Employer not paying me what I’m worth 17%
Unethical actions from leadership/management 14%
I don’t need the money 7%
I disagree with how much employer handled COVID-19 7%
Pursuing a passion/hobby 6%
Lack of diversity or inclusion efforts in my workplace 5%
Long-term travel (greater than a month) 3%
Capitalist work structures just aren’t for me 2%
Short-term travel (less than a month) 2%
Other 32%
There really wasn’t a reason why I left 9%
I was fired/furloughed/let go 2%
Common themes:
• Monetary issues
• Mental health
• Family commitments
Select quotes:
• “It is a struggle to provide.”
• “Not to work for a company that doesn’t pay what they promised to pay.”
• “That I needed that break and for my mental health.”
• “Don’t settle for anything less you can do anything you put your mind to go
for it.”
• ”I can live without having to work. My mind is finally learning peace. I love my
husband more than I thought I did. I love staying at home.”
• ”Jobs aren’t paying a liveable wage.”
• ”Lack of schedule.”
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 Completely Agree Not sure/ Disagree Completely NET: NET:
agree neutral disagree Agree Disagree

I don’t worry about explaining 12% 31% 21% 25% 12% 43% 37%
gaps in my resume to new
employers

I don’t feel valued in the 11% 28% 22% 25% 14% 39% 39%
typical work environment

I don’t trust my employer has 11% 25% 27% 22% 15% 36% 37%
Q10. my best interest in mind

For each of the following I don’t find enjoyment in my 9% 26% 24% 26% 15% 35% 41%
statements, please indicate career/employment
whether you agree or disagree.
I don’t feel like work is worth 7% 22% 23% 30% 19% 29% 48%
it anymore
Base: Total respondents, n=2012
There are so many jobs 8% 19% 22% 32% 19% 26% 51%
available that I wouldn’t
care on what terms I left my
previous employer

It’s not necessary to have 7% 16% 19% 31% 26% 23% 58%
another job lined up before
quitting a job

Q11.
Much more 8%
Thinking of your current or most More 20%
recent employer, would you Neutral/No change 37%
say in the last two years that Less 21%
employer has cared more or less Much less 13%
about you as an employee? NET: More 29%
NET: Less 34%
Base: Total respondents, n=2012

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Q12.
Thinking of your current or Much more 8%
most recent employer, would More 24%
you say in the last two years Neutral/No change 40%
that you have cared more or Less 19%
less about your employer Much less 9%
and/or organization? NET: More 32%
NET: Less 28%
Base: Total respondents, n=2012

Q13. Supportive work environments 62%

Growth opportunities 59%
What would you say promotes Compensation geared towards how much effort/work an employee puts forth 51%
employee loyalty and a positive Clear and transparent paths to promotion 39%
outlook towards an employer? Company culture and values that I believe in 37%
Seniority/leadership that is willing to discuss difficult issues 33%
Base: Total respondents, n=2012 Transparency about company decisions 32%
Other 1%

Giving me a bonus or raise 61%

Recognizing my work one on one 48%
Q14. Giving me adequate support to do my job (tools, personnel, etc.) 46%
Increased benefits for longstanding employees (more time off, etc.) 46%
What are actions an employer Encouraging me/supporting me to continue my professional development 40%
can take that make you feel Recognizing my growth with a title promotion 35%
valued at a company? Supporting me in my personal life outside of work 27%
Recognizing my work publicly at the company 25%
Base: Total respondents, n=2012 Personal event acknowledgement (birthdays, hiring anniversaries, etc.) 24%
Recognizing my work publicly outside the company (LinkedIn, blog, etc.) 14%
Other 1%

38
 Common themes:
• Public/private praise
• Monetary compensation
Q15. • Nothing

What is something that a

company you worked for has Select quotes:
done that has made you feel • “Congratulated me on a job well done”
valued as an employee?
• “I have been acknowledged and given raises publicly.”

Base: Total respondents, n=2012 • “Provided opportunities and raises of pay”

• “Nothing quite honestly.”
• “Other than hiring me in the first place it seems like all employers quickly take their employees for granted.”

Rank Rank Rank NET: Rank 1–5

1 2 3 (Any rank)

Livable wage 27% 12% 9% 61%

Positive/uplifting work environment 11% 11% 10% 52%
Healthcare benefits 8% 12% 10% 49%
Q16. Opportunities for raises 9% 11% 10% 49%
Room to grow/promote 7% 8% 10% 44%
Please rank the following
on what’s most important Healthy/safe work environment 8% 9% 10% 44%
to you when thinking about Set work schedule 7% 9% 7% 39%
your company and/or work 401(k)/IRA benefits 5% 7% 9% 37%
environment, ranking your top 5
with 1 being the most important. Meaningful coworker relationships 4% 5% 6% 29%
Mental health awareness 4% 4% 5% 25%
Base: Total respondents, n=2012 Company values I connect with 4% 4% 5% 25%
Regular feedback from direct managers 2% 4% 4% 21%
Mentorship 2% 2% 3% 12%
Company meals or meal stipends 2% 2% 2% 12%

39

Q17.
What does your current/most
recent employer not have that
you are most looking for in your
next employer?
Base: Total respondents, n=2012
Common themes:
• COVID-19 safety
• PTO/Sick leave
• Better treatment
• Enjoying work more
• Transparency
• Job security
• Growth opportunities
Select quotes:
• “COVID safety plan”
• “Loving the tasks and type of job”
• “Honesty and transparency”
• “Better pay and a chance to move up”
• “Support for me to do my job. An ability to do the right thing, even if it involves
telling the boss bad news.”
• “More livable wage; increase for great work done.”

• Benefits

Completely Agree Not sure/ Disagree Completely NET: NET:

agree neutral disagree Agree Disagree

Leadership that gossips about and/or 48% 31% 13% 4% 5% 78% 9%

degrades employees is unacceptable

Companies that don’t take disciplinary 27% 37% 24% 8% 5% 64% 13%
action on racism and harassment
deserve to be called out publicly

If I have a good experience with 20% 38% 28% 10% 4% 59% 14%
Q18. my employer, I’ll leave a positive
review online
For each of the following
statements, please indicate If I have a good experience with my 17% 37% 30% 12% 4% 54% 16%
whether you agree or disagree. employer, I’ll praise them online publicly

Base: Total respondents, n=2012

In the last year, I feel the least valued 15% 23% 24% 22% 16% 38% 38%
that I’ve ever felt in my entire
working career

If I have a bad experience with my 11% 19% 30% 28% 12% 30% 40%
employer, I’ll leave a poor review online

If my employer does something 8% 17% 33% 26% 15% 25% 41%

completely unacceptable, I’ll go to
the media/press

40
Q19.
In the last two years, which of
the following are true regarding
your current/most recent
company’s benefits offerings.
Base: Total respondents, n=2012
Our company offers more benefits than they did two years ago 19%
Our company has shifted focus in what benefits they prioritize 19%
Our company offers less benefits than they did two years ago 17%
Our company has done an overhaul of offered benefits 14%
Company benefits now have more of an impact on my life outside of work 14%
Company benefits now have less impact on my life outside of work 9%
Our company’s benefits haven’t changed much at all in the last two years 37%

Increased flexibility regarding hours worked 19%

Increased wellness/sick time 16%
Employee training programs 16%
Mental health centered benefits 15%
Q20. Increased vacation time/PTO 15%
Dental benefits 13%
In the last year, has your Vision and eyecare benefits 13%
current/most recent company Childcare focused benefits 7%
added or made changes to any Home office stipends 7%
of the following benefits? Student loan repayment/college grants 6%
Pet insurance 5%
Base: Total respondents, n=2012 Other 2%
My company hasn’t added or increased any benefits in the last year 43%

41
 Completely Agree Not sure/ Disagree Completely NET: NET:
agree neutral disagree Agree Disagree

Benefits are a necessity for 33% 44% 16% 5% 2% 76% 7%

companies to offer

When looking at potential 24% 46% 21% 6% 2% 70% 9%

employers, what benefits
they offer play a large part in
my final decision

When thinking about leaving 22% 48% 19% 7% 4% 70% 11%

a job, I take into account what
benefits I’ll lose by doing so

Benefits are just a perk of 12% 38% 22% 21% 7% 50% 28%
Q21. being employed

In the last two years, 10% 26% 24% 25% 14% 37% 39%
For each of the following
I’ve cared less about my
statements, please indicate
overall career
whether you agree or disagree.
My company’s current 11% 24% 26% 25% 14% 35% 38%
Base: Total respondents, n=2012 benefits are not worth it
(Base: Currently employed,
n=1559)

I can get the benefits that 9% 25% 32% 24% 10% 34% 34%
make the most sense for me
on my own without
an employer

Only full-time employees 8% 15% 21% 37% 20% 23% 56%

should be offered benefits
at a company

Certain jobs don’t deserve to 6% 16% 22% 32% 24% 22% 56%
have benefits included

42
 Certain employees are enticed more to stay 26%
Q22. Certain employees are being pushed to leave 23%
New employees are treated better than long standing employees 22%
In what ways are certain Company culture is in a transitional phase that prioritizes some employees over others 18%
employees treated better Senior employees are treated better than those in junior roles 18%
than others at your current Longstanding employees are treated better than new employees 17%
organization (or most recent)? Junior employees are treated better than those in senior roles 8%
Other 1%
Base: Currently employed, n=1559 All employees at my company are treated equally 26%

Completely Agree Not sure/ Disagree Completely NET: NET:

agree neutral disagree Agree Disagree

Health insurance benefits 53% 30% 10% 4% 2% 84% 6%

Wellness/Sick time off 46% 37% 12% 4% 2% 83% 6%

Paid time off 45% 36% 13% 4% 2% 81% 5%

Dental benefits 34% 40% 16% 7% 3% 74% 10%

Q23.
Vision and eyecare benefits 33% 39% 18% 6% 3% 72% 10%
For each of the following Employee training programs 27% 38% 22% 9% 4% 65% 13%
benefits, please indicate how
important they are for you as an Mental health centered 31% 34% 21% 8% 5% 65% 14%
employee looking at current or benefits
future employers.
Childcare focused benefits 20% 27% 21% 11% 22% 47% 32%

Base: Total respondents, n=2012 Student loan repayment/ 16% 23% 24% 13% 24% 39% 37%
college grants

Home office stipends 12% 22% 28% 18% 21% 34% 39%

Pet insurance 11% 16% 18% 16% 40% 26% 56%

43
 Completely Agree Not sure/ Disagree Completely NET: NET:
agree neutral disagree Agree Disagree

In the last year, I’ve noticed 12% 33% 34% 16% 6% 45% 21%
my company’s workforce
become more diverse

My company has been vocal 13% 30% 34% 16% 7% 43% 23%
about their efforts to hire
Q24 diverse candidates

I’ve noticed that newly hired 11% 31% 36% 16% 6% 42% 21%
For each of the following coworkers come from more
statements, please indicate diverse career backgrounds
whether you agree or disagree. than my company
hired previously
Base: Currently employed, n=1559
My company has hired 11% 28% 34% 19% 8% 39% 27%
employees from locations
they wouldn’t have
considered prior to
the pandemic

Company culture growth 45%

Q25. Different ways of approaching problems 41%
Coworkers that have different life experiences to learn from 41%
What are some of the ways that New/varied skill sets on teams 39%
more diverse coworkers can be Working with diverse coworkers challenges traditional ways of thought 34%
beneficial to an organization? Allows every employee to be themselves with more diversity in a workforce
rather than upholding the status quo 34%
Base: Total respondents, n=2012 More interesting casual conversations 29%
Fosters innovation 25%
Allows employees to have groups at work that they identify with 23%
Other 1%

44
 Provides new perspectives 48%
Introduces me to new cultures 45%
Q26. Trains me to be able to communicate with folks who have
different values and worldviews 34%
How does working with Finding common ways of communication 33%
coworkers that differ from you Makes me be more thoughtful in what/how I speak 31%
in background (social, economic, Grows the collective company culture 31%
cultural, etc.) challenge you Learning to agree to disagree 30%
while at work? Fosters creativity and innovation 29%
Provides awareness of my limited global view 23%
Base: Total respondents, n=2012 Spreads mentorship responsibilities 19%
Continually allows me to check my privilege 17%
Other 2%

Q27. Extremely important 23%

Important 30%
How important is workforce Somewhat important 27%
diversity in your A little important 11%
employment decisions? Not important at all 9%
NET: Important 53%
Base: Total respondents, n=2012 NET: Little/Not important 20%

Common themes: Select quotes:

• Health insurance • “Sick days off, nobody should have to work if they are ill.”
Q28. • Sick/wellness time • “Excellent health insurance benefits to all.”

What is one benefit that should • Vacation/PTO • “Health care benefits should be included with employment.”
be required for employers to • Dental • “Fair wages and full benefits”
offer to all employees?
• Mental health benefits • “Health benefits including dental and vision.”

Base: Total respondents, n=2012

• Pay • “I think affordable healthcare is definitely something that should be
required for all employers to offer regardless of staff. Stuff happens.”

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Q29.
If you were the CEO of your
current/most recent employer
for a day, what is one change
you would make to improve
employee morale?
Base: Total respondents, n=2012
About BambooHR
Common themes: Select quotes:
• Increase benefits • “A better work life balance”
• Better pay • “Be able to increase the frequency of pay increases
based on performance evaluations.”
• More growth
opportunities • “One change I would make to improve employee
• Mental health morale is to give everyone a more fitting pay.”
• “Paying everyone on time without having to owe
them money in the future.”
• “More vacation time for everyone.”
• “Discussions about mental health in our organization
and sexual assault cases just in case.”
• “Make mental health important.”
BambooHR is the only HR software designed to help small and medium-sized
businesses create amazing workplaces. Our software helps you hire, onboard,
manage time and compensation, and develop company culture like a pro, and
makes gathering and analyzing employee data easy and insightful. We want to
set you free to focus on what matters most: your people. To find out more, visit
bamboohr.com or follow @bamboohr on social media.
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