First came The Great Resignation—a mass movement of workers voluntarily leaving their jobs in record numbers, seeking more flexibility, better pay, and meaningful work. But even as quit rates began to stabilize, another shift quietly took hold: a growing number of people simply stopped participating in the workforce altogether.
This emerging trend, what some are calling The Great Detachment, signals something deeper than just a reshuffling of jobs. It’s not just about where people work—it’s about whether they work at all. And it’s creating ripples throughout the labor market that employers can’t afford to ignore.
The Numbers Behind the Shift
According to data cited in our recent blog on HR’s response to the labor shortage, the U.S. labor force participation rate dropped to 62.2% in 2022, a significant fall from pre-pandemic levels. While that number has slightly improved since then, it still remains below what’s needed to fill the millions of open roles across industries.
The Bureau of Labor Statistics reports that as of early 2024, there were more than 9 million job openings in the U.S., but only about 6 million unemployed workers actively seeking jobs. That gap—nearly 3 million roles—can’t be explained away by turnover alone. It speaks to a fundamental shift in the labor supply.
Who’s Detaching—and Why?
The causes of the Great Detachment are complex and varied, but several clear patterns have emerged:
- Early Retirements: A wave of baby boomers accelerated their retirement plans during the pandemic. Many of these individuals are financially stable and have chosen not to return.
- Care Responsibilities: Childcare and elder care demands continue to keep many, especially women, out of the workforce. According to the National Women’s Law Center, women’s labor force participation is still trailing men’s—partly due to lack of affordable, accessible care options.
- Burnout and Mental Health: Over 40% of workers reported feeling burned out, and many are re-evaluating their relationship with work. The pandemic opened the door to a more holistic view of well-being, and people aren’t willing to compromise it easily.
- Health Concerns: Ongoing worries about illness—particularly among those with preexisting conditions or caregiving responsibilities—continue to deter some from returning to in-person work.
- Lifestyle Changes and Informal Work: Some former full-time employees have moved into gig work, freelancing, or alternative income streams that aren’t always captured in official employment data.
This detachment isn’t necessarily a permanent exit, but it is a pause—and for many, it’s indefinite.
How This Affects Hiring
For employers, the impact is clear: the labor shortage is no longer just about competing for talent—it’s about the talent not being there in the first place. A recent SHRM study found that 72% of HR professionals report struggling to find qualified candidates. And while pay raises, signing bonuses, and improved benefits are on the rise, they’re not always enough to bring people back.
So what now?
Rethinking Work to Reconnect with Workers
To close the labor gap, organizations need to go beyond traditional recruitment tactics. This isn’t just about filling jobs—it’s about rebuilding trust with a workforce that has changed fundamentally.
Here’s how leading organizations are responding:
1. Make Work More Accessible
- Offer flexible scheduling and remote/hybrid options where possible.
- Simplify job requirements to prioritize trainability over rigid experience.
Create roles that accommodate people with caregiving responsibilities or health limitations.
2. Double Down on Employee Experience
It’s not enough to attract talent—you have to retain it. That means:
- Investing in mental health support and wellness programs.
- Fostering inclusive, empathetic workplace cultures.
- Communicating consistently and listening to employee feedback.
3. Tap into Overlooked Talent Pools
- Retirees open to part-time or consulting work.
- Stay-at-home parents re-entering the workforce.
- Individuals with employment gaps or nontraditional backgrounds.
4. Invest in Development and Internal Mobility
Employees want to grow. Providing clear career paths, mentorship, and reskilling opportunities can help organizations hold onto the talent they already have—and attract those looking for a place to grow.
5. Create Purpose-Driven Workplaces
Purpose matters. According to a LinkedIn study, 70% of professionals said they wouldn’t work at a leading company if it had a bad workplace culture. Organizations that lead with values—and live them—stand out in a crowded market.
Final Thoughts: A New Era of Workforce Engagement
The Great Detachment is not a blip—it’s a shift. And while it presents real challenges, it also offers an opportunity for businesses to rethink how they connect with people, not just as workers, but as human beings.
The organizations that will thrive in this new era aren’t those that fight to bring back the old ways—they’re the ones that adapt, listen, and build workplaces where people want to show up.
It’s time to reframe the conversation. The question isn’t just “How do we hire?”—it’s “How do we make work worth returning to?”
About People Element
As expectations grow and the workforce becomes more dynamic, HR leaders need modern tools to stay ahead. The role of employee engagement survey providers has never been more critical—or more exciting.
If you’re looking for a partner who offers flexibility, intelligence, and a truly people-first approach, it’s time to see what People Element can do. We’re more than a survey platform—we’re your partner in building a more connected, engaged, and resilient workforce.
Ready to level up your engagement strategy? See People Element in action with a virtual product tour.
