The Great Resignation of 2021
Debbie Morrison • October 12, 2021

The Great Resignation of 2021


In a phenomenon now dubbed the ‘Great Resignation’, employees are quitting their jobs in droves, many determined to change careers altogether. These anomalous numbers attracted attention when they began spiking in the autumn of 2021, particularly in the foodservice, hospitality, and retail industries so beleaguered through the pandemic. The trend has now spread to almost every other industry, throughout the world. Depending on the survey, something like half of all employed people are actively on the market.

 

There are several factors driving this. The first – and most nebulous – is a general working malaise. It’s not altogether surprising; as we all now know, a global pandemic isn’t easy or stress-free to live through. In addition to typical stress levels in any job, every employee has been working through a period of increased anxiety and unpredictability for eighteen months and counting, in many people causing symptoms similar to burnout.

 

Naturally, some people were already dissatisfied with their job or workplace, getting ready to move on prior to the onset of COVID. If they were fortunate enough to have continued secure employment, they hung onto it as they watched friends lose their jobs. This has led to an unusual level of pent up frustration as things begin (at least in some ways) to return to normal.

 

There are a great many employees who were asked by their employers to work from home through the pandemic, and discovered – no surprise here – that they enjoyed it. Now that their employers are requiring that they return to the office for their work, they’re questioning why, reluctant to give up the flexibility that they’ve enjoyed without a good reason for doing so.

 

It’s also not hard to imagine that income replacement programs offered by governments to support unemployed people have caused some of those people to question even the nature of employment itself, returning to ‘the grind’ only grudgingly and looking for something different.

 

With this multitude and range of reasons why people might be dissatisfied and considering walking out the door, how can you avoid your employees being part of this number? There are three strategies that are always valuable for keeping your finger on the pulse of employee engagement, but especially so right now.

 

Check In

If you want to understand where your employees’ heads are at, the first step is to ask. For larger organizations, this might mean conducting a broad-based employee engagement survey, or a series of brief ‘flash polls’ (protect employee anonymity if you want honesty, which may mean engaging a third party to conduct this kind of research).

 

Checking in, though, doesn’t necessarily mean surveying. Now is a great time to encourage managers at all levels of the organisation to touch base with members of their teams: sitting down for regular one-on-ones, communicating with intention, getting a sense for how engaged people are feeling in their work and what could be improved. Be ready to set aside ego, make it safe and acceptable to speak up, to really listen, and to respond to concerns (either with changes where it’s possible and appropriate, or with good explanations why some concerns can’t be alleviated).

 

Show Appreciation

There are many things a company can do to make employees happy: compensation increases, bonuses, more perks and benefits, promotions and professional development, and more. Time and time again, though, employees report that one of the most critical things their employer can do to make them want to stay is to show appreciation. To recognise their good work, and to let them know that they’re a valued member of the team. It costs nothing to say, “Thank you, really nice work”, either publicly – like an email to the whole team recognising one person’s specific contribution – or one-on-one (remember that some people cringe at public recognition just as much as others crave it).

 

It’s been more difficult to show appreciation to employees working out of the office; the natural conversation points at which that recognition would happen are harder to come by. Now, perhaps more than ever, is the right time to show your employees that you appreciate their work and commitment to the company through the challenging last year and a half.

 

Question the Status Quo

Many companies have asked their employees to be flexible throughout the pandemic. Creating, then working from home offices – some more makeshift than others – almost overnight, continuing to work while children of all ages are home from school or daycare, trying to remain alert and engaged through yet another video meeting (“I think you’re on mute, Michael ...”).

 

If you’ve asked your employees to work from home, and are now asking them to return to the office full-time, know that some of them are questioning why. Of course, this doesn’t mean that you must move away from onsite teams in favour of remote employees. It only means that it’s helpful to understand your own reasons for asking your people to come back, and how you can make it work better for everyone.

 

For many managers and companies, it’s the innovation and energy flowing from more collaboration. But collaboration doesn’t happen automatically just because everyone’s back in the same space. If this is your goal, what structures or processes will you put in place to foster the kind of in-person collaboration you’re looking for? For some companies, it’s more about the close working relationships and camaraderie that are knit from a tight social fabric. That’s great, but not every employee thrives in the same kind of social culture. What programs and activities will you initiate to allow everyone to experience – and contribute to – the social environment you want to create?

 

Be aware, as well, that many temporarily-remote employees have experienced a kind of work-life balance and flexibility that they’ve never had before. For these employees to be happy back in the office may mean proactively encouraging behaviours that preserve that balance (prompting people to take a head-clearing walk over a full lunch break, instead of eating at their desks, for example), and offering a greater degree of flexibility to deal with personal and family commitments.

 

Whatever status quo has meant for your organisation, be open to questioning why you’ve always done things the way you’ve done them. Whether they change or not, you’ll have a greater sense of purpose and intention about what you’re creating with, and for, your employees.

 

These three strategies can help strengthen your employee satisfaction and engagement at any time. Now more than ever, though, they might just be the keys to preventing your best people becoming part of the Great Resignation.


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.