The Great Rebellion is one of the latest HR trends sweeping the industry. Current economic conditions are pushing workers to raise their voices and say enough is enough.
Making lasting change on a scale large enough to matter requires an act of rebellion. It requires courage, coming together over a common goal, and knowing when to walk away.
Here leading experts share their thoughts on whether or not they believe we’re in The Great Rebellion.
Stephanie Coward, MD of HCM at IRIS Software Group, said:
“We’re not in a Great Rebellion. Rather it’s the current economic conditions – mental health fallout from the pandemic, soaring energy prices, and now the destabilising effects of the UK Government – which are pushing employees to say enough is enough.
“Business leaders have a duty of care to support these individuals, ensuring engagement, morale, and wellbeing remains high if they’re to retain talent. Not to ‘fight’ against them.
“To engage with ‘rebellious’ individuals, business leaders should look to include them in company-wide discussions and big business decisions. Rebellious people are passionate and committed, and it’s likely they have good ideas on how they feel the business should be run, especially in response to the living crisis as they’re the ones bearing the brunt of high costs. However, when engaging and getting rebellious employees, business leaders must think strategically – it can be easy to get carried away and make knee-jerk decisions. Any verdict made must be right for the whole business.
“Ultimately, it’s about bringing people together across the business, no matter their level, to make important decisions that will impact company culture. This will help resentful employees feel more valued, respected and inspired and give them the opportunity to understand the challenges leadership teams are facing.”
Gillian Ward, Chief People Officer, at Thomas International adds:
“Employees are looking to their leaders for reassurance on whether or not their jobs are safe, as the UK battles economic turmoil. They’re also pushing for financial compensation to support living costs, something many businesses are unable to offer. A lack of transparency from business leaders on the support they can offer is a key driver of employee rebellion. The last two years expedited a shift in employee expectations. Now, people are working to live, not living to work.
“To get the best out of a rebellious workforce, business leaders must listen to the resisters, rather than fight against them. By actively listening to employees and doing something as a result, organisations can create advocates and foster a culture of trust, empowerment and outcome-based working in these difficult times. However, it’s important to remember that no two employees are the same. Realising that there are going to be numerous reasons for opposition is essential because managers can then tailor support.
“Measuring emotional intelligence can help managers better understand their teams’ emotions and how they view certain workplace situations. Using this insight, they can not only understand the root causes of rebellious behaviour but develop the ‘soft’ skills necessary to triumph over adversity organisationally. It’s about building meaningful cultures that encourage people to thrive, rather than viewing resentful employees as people to ‘fix’.”
Tom Cornell, Senior Psychology Consultant, HireVue comments:
“The Great Rebellion is just another label added to the long list of names used to raise awareness of workplace and employment issues, sparked by online interest. What it symbolises, is nothing new.
“There is still a lack of disconnect between employees and their employers, most likely a result of the pandemic as we hit the three-year mark since the first outbreak. Many employees are still completely remote, with no access to co-working space. This lack of face-to-face interaction makes it harder for managers to engage with their team and pick up on any struggles. And for many, this is leading to overworking and burnout, pushing workers to ‘rebel’ and say enough is enough.
“Employers must ensure processes are in place that encourages a well-balanced working culture and inspires employees to go above and beyond in their roles, instead of rebelling against them. Promoting transparency around clear career progression for employees is one way to do this. Good rewards and a strong recognition program also helps employees see that their company values them and their contributions to the success of their team.
“Whatever you want to call it, whether it’s The Great Rebellion, Quiet Quitting or The Great Resignation, the trend is a good reminder that organisations must make employee engagement a high priority.”
Jamie MacKenzie, Chief Marketing Officer at Sodexo Engage concludes: “The Great Resignation has opened the gates for multiple trends to follow, including Quiet Quitting and now The Great Rebellion. But while they all hold their own unique name; they all point to the same issue – employee dissatisfaction and lack of engagement.
“Instead of dismissing The Great Rebellion as just another trend, business leaders must continue to prioritise building cultures that empower teams to thrive, and ultimately make work fun. If they choose not to respond, it won’t be long till they see a sharp decline in productivity, engagement, and ultimately resignations, as many employees’ start to rebel against them.
“There are many ways to boost employee engagement and satisfaction. Using benefits and reward programmes to thank employees for their hard work will go a long way in proving to them that their leaders are taking their concerns seriously. But there should never be a no one-size-fits approach when implementing such initiatives.
“Employees span a broad range of ages, backgrounds, and cultures. What’s relevant and motivating to some, may be of little or no interest to others. It’s unrealistic for business leaders to think that the same rewards will motivate everyone in the business. Therefore, they must listen to their employees’ wants and needs and build inclusive benefits packages that suit each individual if they’re to boost retention and attract new talent. If they don’t, they will fall victim to the latest HR trend as there’s a good chance their teams will take their talent elsewhere.”