Great Depression and Great Resignation

"We are still in the crisis, we cannot say that we are out of it yet," notes the psychologist. "Over the last two weeks, I have never seen so much gloomy, almost depressive mood. We have reached an unprecedented low."

He explains that the anxiety of leaving has given way to serious professional exhaustion: "The crisis is dragging on, there is an accumulation of stress. Omicron arrived suddenly, it is the shock of too much". The pressure to adapt, quickly and relentlessly for almost 23 months, seems to have gotten the better of employees as well as managers and executives.

It is clear that this hidden side of entrepreneurship in Quebec is now exposed, in all its vulnerability. Many have reached their limits. “We were unable to recover during the holiday break. No social activities or sports. The batteries are running on empty.”

From contagious exhaustion to the quest for meaning

"The risk is contagious exhaustion, that is to say that one employee falls after another, all positions combined, either by ricochet (because the workload falls on others, accentuated in a context of labor shortage), or by contamination of the work climate (creating generalized cynicism and greater detachment), or by the effect of isolation (of positive cases, or even potentially, of employees or their offspring) which causes players to lose."

What Americans call "the great resignation" - which refers to the search for meaning and values in one's work - is not really the current cause of departures according to the clinician, who is also an author and speaker: "this question, very real, has been asked for a long time, and this, regardless of the age group. It is true that there is a phenomenon of dissatisfaction and high turnover with Millennials and young people of Generation Z, but here, we are mainly talking about professional burnout."

Also, know that there would no longer be a stigma associated with short-term jobs, the market being in favor of employees who can look elsewhere for better working conditions. "Today, people deliver a project. Afterwards, the question that arises is that of commitment and belonging to the company."

Detachment and loss of bearings

Humans are social animals. Teleworking is undoubtedly a major step forward, but we are already talking about isolation, the "Zoom ceiling", in reference to the famous glass ceiling. Work-life balance is a decoy: "not everyone has managed to find a healthy balance and I often see that mothers pay a high price," observes Mr. Chevrier. "Moreover, employers will have to implement a clear disconnection policy."

As for socializing in the workplace, the out of sight, out of mind credo also applies. "With the lack of real social relationships, I fear the loss of commitment. The informal network, a source of connection, of impromptu meetings in the cafeteria with the big boss, or with colleagues to test proposals before presenting them officially, is non-existent today. And yet it is essential to the feeling of belonging," he laments.

The lack of quality relationships, even if they are light, far from a camera fixed on us, would harm synergy and social cohesion in companies, according to Mr. Chevrier. Employers, in decentralized management mode, also seem quite alone behind their screens, managing flexible schedules, unstructured, almost dysfunctional teams, and less engaged employees.

Have a high Emotional Quotient

The leadership expected of managers is definitely different. The authoritarian boss model is outdated. We have talked a lot about human and caring leaders in recent years. The pandemic no longer allows for excuses. The emotional skills of managers are absolutely essential. Céline Morellon said: "Inclusion and diversity management are no longer chic programs to appear caring, because the future of our economy depends on it."

Well-being Director at Acolyte, housekeeper at Boiron in France, happiness manager or Chief Happiness Officer at our neighbors to the south, these positions definitely exist in 2022, especially in start-ups and digital companies. They are health-safety-quality of life managers who ensure our well-being at work, and who ultimately aim for better productivity. "Reality has been reversed. We have always expected employees to comply with the manager's directives; but now, it is the manager who must adapt to each employee," describes Mr. Chevrier. By creating a good work atmosphere, by listening and by allowing employees to achieve their full potential, they contribute to retaining talented employees. For Dr. Chevrier, what is important is to "return to more social interactions, the 5 to 7 on Fridays, the little coffee chat." Ideally, three days a week in the office, and two days at home." Because a happy employee stays and is efficient: and that's a happy employer.