“If my company doesn’t grow me…If my manager doesn’t respect my values…If my company doesn’t share information…If there’s no opportunity for development here.”
If the organization isn’t taking these actions, employees notice. Employees today want more than survival. They expect meaningful work, growth and development, and respect for their differences. They expect to feel needed and appreciated. They expect competitive rewards, recognition and a say in what happens to them. They expect to feel valued and engaged.
Kept on employees know they are important to the organization, or else why would they be among those retained? They also have learned valuable lessons about the realities of contemporary employee/employer relationships and they’re working hard at re-tooling their careers, their development plans, and surfing the job boards. They are valuable contributors who actively seek a match between the contributions they make and the future they carve out for themselves — inside the organization or out. And, they’re the future of the organization. The skills and experience they bring to the workplace can make the difference between meeting forecasts or not. And these employees are going to take care of themselves in the process of building your organization, given certain immutable realities.
Reality #1: The Shortage Factor.
Despite the fact that some Boomers may stay longer, the US Bureau of Labor Statistics still reports a labor shortage of several million and a skill shortage in math and science.
Reality #2: The Reciprocity Clause.
Organizational loyalty and commitment are not a thing of the past, they’re just not a “given” anymore. Today’s definition of the employee contract has a reciprocity clause. “We’ll stay loyal to each other as long as we both benefit. If the work isn’t challenging, meaningful and growth-focused, talented people will find those things elsewhere.” The Internet job boards still beckon with choices online, 24 hours a day.
Reality #3: The Satisfaction Connection.
Engaged employees stay longer and are more productive, and clearly a direct affect on the bottom line. Employers that value their workers experience lower turnover and higher engagement. Lower turnover results in higher productivity. Satisfied employees satisfy customers.
Reality #4: The “Choice” Award.
The true “employer of choice” is not just the organization; it’s the manager too. If we’re to keep talent, we need to grow talent and every manager must be development-minded and skilled in being a talent magnet. It takes talent to build talent and the new survivor can tell the difference.
Dr. Beverly Kaye is an internationally recognized authority on career issues, and retention and engagement in the workplace. She was named a “Legend” by the American Society for Training & Development (ASTD), as a “pioneer and prophet in the field of workplace learning and performance.” She has also been named by Leadership Excellence as one of North America ’s 100 top thought leaders, and as one of the top 10 career and life coaches in The Art and Practice of Leadership Coaching: 50 Top Executive Coaches Reveal Their Secrets.
As founder and CEO of Career Systems International, Dr. Kaye has worked with a host of organizations to establish cutting-edge, award-winning talent development solutions. Her first book, UP IS NOT THE ONLY WAY is considered a classic, but still very relevant today. She is also the co-author of the best-sellerLOVE ‘EM OR LOSE ‘EM: GETTING GOOD PEOPLE TO STAY, which has been translated into 20 languages, as well as the follow-up companion best seller,LOVE IT, DON’T LEAVE IT: 26 WAYS TO GET WHAT YOU WANT AT WORK, and was co-editor of LEARNING JOURNEYS, an inspiring collection of essays from top management experts. She holds a doctorate from UCLA, and completed graduate work at the Sloan School of Management at MIT.
