Challenge of Skilled Worker Shortage
The shortage of skilled workers is becoming a central bottleneck in our time. The causes for this acute shortage are diverse, and the impacts are significant.
At the same time, more and more deskless workers are discovering the principles of "New Work" for themselves. They strive for a better work-life balance, seek jobs that align with their values, and want to achieve personal fulfillment. This development is leading to a weaker connection to employers and a greater willingness for personal change.
Study Framework and Participant Structure
We wanted to find out what drives deskless workers. Over 500 employees of German companies were surveyed based on an anonymous online questionnaire. The respondents come from the manufacturing industry and provide a good cross-section of companies of all sizes. We conducted this study in collaboration with the Institute of Industrial Engineering and Ergonomics of RWTH Aachen.
Good Connection with Employees – Priceless!
As expected, good pay is the top factor when it comes to choosing an employer. However, it is striking how important good communication and appreciation are to many respondents. These immaterial values cost nothing but are crucial for attracting and retaining skilled workers in the long term.
47% of Deskless Workers suffer from health issues due to their working hours
Reasons to leave
Fears about the future also play a significant role: many respondents would leave their company if the order situation worsened. Interestingly, health is also frequently cited as a reason for quitting. This is evident both directly in free-text responses and indirectly through references to stressful working conditions, bullying, poor working conditions, age, and work-life balance.
Involving Employees
The working time preferences of the deskless workforce are diverse: more night shifts, "mama-times" (8 AM to 3 PM), and doctor’s appointments during the week. Additionally, a 4-day work week, shorter working hours, and more days off were often mentioned.
64% of respondents want their preferences regarding working hours to be considered in shift planning. Those who already consider these preferences in planning can reduce short-term reallocations and increase employee satisfaction.
