For a while, “Nobody wants to work anymore” became an easy explanation for turnover, poor performance, and staffing problems. But I kept noticing something that made that explanation difficult to accept: organizations in the same region, facing the same economy and labor market, were having very different experiences.
Some could not keep people. Others had solid retention and good performance. Often, the difference was how employees, especially frontline employees, experienced the workplace.
Of course compensation matters. People need to believe they are being paid fairly. But once pay is reasonable, money alone does not create pride, trust, or connection. The way people are treated by their immediate supervisor and the meaning they attach to their work matter enormously.
I’ve seen situations where people stay engaged through long shifts of repetitive work because their manager treated them well and helped them understand the importance of their contribution. I have also seen people with interesting, varied work become disengaged because they were consistently treated as if they were beneath notice.
My years as a band director shaped how I think about this. The spirit of an ensemble depends heavily on whether the less advanced musicians believe their contribution matters. If all the attention and meaningful responsibility go to the strongest players, the entire group suffers.
Workplaces are not so different. Top performers need challenge and recognition, and ignoring them is a good way to lose them. But the culture of an organization is also shaped by the much larger group of people doing the everyday work. Do they feel seen? Do they understand how their work contributes to the result? Does anyone ask what they are noticing from where they sit?
There are positions with different levels of authority, pay, and responsibility, but there are no “low-level” people. Every employee is paying attention to whether the organization respects the work they do.
If retention or engagement is struggling, I would not begin by assuming the workforce is the problem. I would look closely at the signals the organization sends about whose work matters.
Build a culture where everyone matters
If you want your leaders to be more intentional about helping every employee feel seen, valued, and connected to the work, I’d be glad to talk about what that could look like in your organization. We can explore the approach that makes the most sense for your team.