How to combat the Great Resignation through better employee experience

February 8, 2022 | 7 minute read
Jeff Wilson
Director, Global Competitive Strategies—Applications
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The Great Resignation. You’ve probably heard the term used in the media to describe the vast numbers of employees who decided to give their employers notice and leave. After two years of employment uncertainty, including remote work, delayed office re-openings, layoffs, and ambiguity in planning for the future, workers are moving on. Some have decided to take time off, and others just want to pursue something that is a better fit. While former employees go searching for that next opportunity, organizations worldwide are suddenly having to invest increased time and labor to cope with enhanced increased recruiting and onboarding efforts resulting from these vacancies.

How great is the Great Resignation?

The Great Resignation is considerable in terms of both numbers and global breadth.


  • 41% of employees globally are currently thinking about leaving their current job[i]

United States:

  • 20M Americans quit their jobs in the second half of 2021[ii]
  • 38% of Americans are looking for new employment[iii]
  • “Mid-career” employees’ (ages 30-45) resignation rate grew more than 20% between 2020-2021[iv]
  • Healthcare and tech employees had the highest uptick in resignations, largely due to increases in demand[v]


  • Based on a survey sample in the Netherlands, 46% of workers are planning to quit their jobs in the next 6-12 months[vi]
  • Almost nine in 10 managers (89%) in the UK said their business currently has vacancies and more than half (55%) said finding new staff is harder now than before the pandemic hit[vii]
  • In Germany, 22% of employees who are willing to change jobs say they feel very close to their employer[viii]
  • 20% of millennials across Western Europe quit in 2020[ix]


  • In Singapore, 56% of employees are looking for new jobs[x]
  • The Chinese version of the Great Resignation has been termed “tang ping”. This translates as “lying flat”. The younger generation is pushing back against traditional work ambitions and pursuing more flexible arrangements[xi]
  • 48% of Australian workers plan to look for another job[xii]

What is driving this trend?

There are multiple factors driving this global resignation trend. Among them:

  • Deterioration in work-life balance
  • Lack of career opportunities
  • Insufficient appreciation for work
  • Pursuing work in other sectors
  • Bad management[xiii]
  • Feelings of “burnout”
  • Mental health decline[xiv]

The need to make large changes during major events, which are also known as temporal landmarks, is also a psychological phenomenon known as the “fresh start effect”. Researchers have found that people feel the need to make large changes during these times. Covid is exactly one of these major events.

The pandemic has also highlighted an emotional gap between employees and employers. While some might be leaving in search of a larger salary, many others are motived by a lack of fulfillment and purpose in their positions. One key component of that fulfillment is effective employee development - which when used is a great motivator[xv].

Highlighting the necessity of making these career changes is that in the United States, according to Credit Karma, 28% of employees who plan on leaving their jobs in the next six months do not have the financial means to do so. This means that unhappiness is so substantial that departure is not even discouraged by substantial financial risk[xvi].

The main theme of all these factors is employees feeling unappreciated, overworked, and unsupported. The stress of Covid paired with their jobs has left these workers exhausted and in search of better (or just different) opportunities.

What adds to the stress?

The list of diverse events a worker encounters in the course of a job is lengthy. These range from personal events such as taking leave from work to professional events such as onboarding or executing the tasks that help to grow one’s career. Operational and administrative tasks such as financial planning or opening a new facility are all key examples of the ongoing series of events that comprise one’s employee experience. The problem is that every one of these tasks has numerous subcomponents- and the ambiguity of tackling not only what needs to be done and in what order but finding the resources can be time-consuming and frustrating.

As a result, employees waste valuable time and energy looking for necessary information in across corporate networks and human resources systems. What they find is static content and a significant lack of helpful resources. This only compounds the stress.

What can be done to relieve this stress?

Organizations need to find a way to evolve the employee experience and communicate with, connect to, and ultimately support employees with the information they need, in the flow of work, and at their fingertips. The goal of the employee experience is not to make workers feel “warm and fuzzy”. It’s to enable them to do their best work- and to make them want to come to work. Employee experience is not a pure HCM function – it pertains just as much to travel and expense management, helpdesk, analytics, and ESG (Environmental, Social, and Corporate Governance) as well as diversity, equity, and inclusion. Even Artificial Intelligence (AI) and Machine Learning (ML) have an impact on employee experience – if these technologies do too much or do things unexpectedly or wrong, it will certainly have an impact. So, making sure that people understand what to expect, and know where to go for help is also part of employee experience.

What also helps is having the right experience in your enterprise applications. Whereas Generation X has worked with and witnessed an incredible technological evolution from MS Office 1.0 to today’s apps such like Slack and Zoom, Generations Y and Z grew up with more advanced technology and are less patient with outdated User Experience (UX), speed, and functionality.  Unfortunately, many companies still run old applications that do not meet the requirements to engage a younger workforce. Whereas interfaces such as SAP’s Fiori used in tools like SuccessFactors are colorful- they still have multiple data and process models that do not meet the satisfaction levels of these generations. One journalist noted that “Each passing generation becomes increasingly intolerant of any friction or complexity that stands in the way of delivery. They definitely don’t want to have to rely on IT or data experts to use business software for planning, reporting, making decisions, or solving problems.”[xvii] Younger employees rely on tools with built in AI and ML to help understand the data, instead of depending on data experts to do so. These requirements for tools which both sleek and intelligent are key to attracting and retaining the emerging workforce.

Where does Oracle Journeys fit in?

Oracle Journeys enables HR teams to create, tailor, and deliver step-by-step guidance to walk employees through diverse events. The experience is personalized, contextual, guided, and accessible from anywhere. There are four different types of journeys supported: personal, operational, administrative, and professional.

Three primary components to Oracle Journeys help employees to not just access the content they need, but for managers and HR to create and customize those journeys and drive that engagement and ultimately retention.

  • Journeys LaunchPad: Launch and share any journey across the enterprise from a single location
  • Journeys Creator: Modify, create, and assign journeys across the enterprise while tailoring them to the unique needs of the workforce
  • Journeys Booster: Automate requests and services across HR, IT, and beyond while connecting all enterprise and third-party systems for end-to-end process completion

What makes this solution unique?

There are other products on the market which claim to provide a similar functionality. For example, Workday’s Employee Experience product has features which are also intended to help employees through different career-related journeys. However, Oracle Journeys stands apart from the other employee experience offerings on the market today for several key reasons.

Only Oracle delivers an Enterprise Employee Experience that is:

  • Cross-enterprise: Delivers consumer-grade guided processes for the enterprise
  • Triggered: Automatically generates employee journeys based on changes in HR, ERP, or SCM transactions
  • Intelligent: Automatically generates employee journeys based on AI and ML
  • Accessible: Offers guided processes across all channels, browser, mobile, shared service, Digital Assistant, and collaboration tools such as Slack and Teams
  • Flexible: Makes HR an Innovation Center by allowing creation of new journeys in minutes

Want to learn more about Oracle Journeys?

Help employees make every day a success by giving them the resources they need to tackle challenges- no matter where they are or how they work. Visit for more information.


[i] Georgiana, “The Not So ‘Great Resignation’ Takes Over Europe”, EmployerBranding.Tech, 15 November 2021,

[ii] Whitaker, Bill, “The Great Resignation: Why More Americans Are Quitting Their Jobs Than Ever Before”, CBS News, 9 January 2022,

[iii] Ivanova, Stefka, “The Great Resignation And The Role of Communications In Retaining Employees”, Forbes, 14 October 2021,

[iv] Cook, Ian, “Who Is Driving the Great Resignation?”, Harvard Business Review, 15 September 2021,

[v] Cook, Harvard Business Review

[vi] Georgiana, EmployerBranding.Tech

[vii] “From the Great Resignation To Lying Flat, Workers Are Opting Out”, Bloomberg Businessweek, 7 December 2021,

[viii] “Rund Die Halfte Der Arbeitnehmer Will Den Job Wechseln”, PersonalWirtschaft, 3 January 2022,

[ix] Georgiana, EmployerBranding.Tech

[x] Puri, Sunil, From “The Great Resignation To The Great Realignment”, The Business Times, 12 December 2021,

[xi] Puri, The Business Times

[xii] Fitzsimmons, Caitlin, “Australia’s Version of The ‘Great Resignation’ Revealed As Staff Swap Jobs”, The Sydney Morning Herald, 14 November 2021,

[xiii] Georgiana, EmployerBranding.Tech

[xiv] Bloomberg Businessweek

[xv] Puri, The Business Times

[xvi] Ivanova, Forbes

[xvii] Hurd, Kevin, “How Intelligent Portal Help You Serve The Diverse Needs of the XYZ Workforce”, DigitalHive, 3 August 2021,

Jeff Wilson

Director, Global Competitive Strategies—Applications

Jeff Wilson is a director of global competitive strategies at Oracle, focusing on Cloud HCM. He also previously led competitive insights for cloud software products at companies including Sage and Datto, Inc.

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