Firings and layoffs have diminished amid the Great Resignation, with a near-record-low 1.36 million people losing their jobs in October. Instead of firing problem employees, companies are working with them through performance-improvement plans.

Team members who have not left during the Great Resignation need to know what their future with the organization will be like, writes Tammy Perkins, chief people officer of PMI Worldwide. Perkins offers four actions for leaders, such as creating a more engaging culture as well as implementing stay interviews and pulse surveys that allow employees to give their bosses feedback about their needs and concerns.

The role of internal facilitators will become critical in helping companies navigate the pandemic and future disruptions by constantly engaging with employees and having the confidence to challenge leadership, write Ruth Murray-Webster and Eleanor Winton. "Few organizations acknowledge the value of the role in day-to-day operations, let alone factoring it into training budgets and programs -- a significant missed opportunity," the authors write.

A Mercer survey of more than 1,700 public and private employers found the average cost of employer-sponsored health plan per worker rose 6.3% to $14,542 this year, marking the largest increase since 2010, as Americans resume elective procedures that were delayed due to the pandemic. The higher costs could also be driven by other factors, such as claims related to long-term COVID-19 treatment and specialty drug pricing, according to Kate Brown, who leads Mercer's Center for Health Innovation.

A Glassdoor report envisions four main workplace trends for 2022 as employers strive to increase staff retention and alleviate burnout and financial stress. In the new year, hiring is expected to become even more challenging: Remote work will continue to grow; employees will expect concrete diversity, equity and inclusion initiatives; and employers will need to foster connectedness for remote staff members, the report states.

Sean had a difficult time on the court last season. One of the younger members of the varsity squad, he lacked confidence, struggled on offense and was especially loath to shoot. He’d often pass the ball to his teammates so they could score.

“You’ve got to be ready to shoot, Sean,” Coach Ray told him at practice. The two were standing just outside the three-point line where Ray was demonstrating proper body position for shooting. “Your hands and feet have to be ready, they have to be square. Looking at the basket you want your shoulders on each side of the basket,” Ray explained.

Fast forward to this season. Sean is playing out of his mind. He used the off-season to work and it shows. Sean plays the 1, 3 and 4 but knows all five positions -- and he’s the only player on the team who does. Ray calls him his “Swiss army knife.” Even better, the kid who didn’t like to shoot last year is now the squad’s leading three-point shooter.

That’s what good feedback does, as we see in today’s Leadership & Development story. It changes performance. It’s delivered well -- with clear, concrete direction -- and received properly between the parties. Sean knew his coach wasn’t picking on him. He understood that Ray genuinely wanted to help him improve his game. And it worked to perfection.

What feedback tactics have worked for you? Tell me so I can share them here with other Workforce readers. (I can keep you anonymous if you like.) And if you enjoy this brief, tell others so they can benefit also.