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RETAINING YOURBEST AND BRIGHTESTHow to ensure your top talent isn't looking to leave the company
Nothing~e:~~~ally frustrating for a seniorexecutive than regrettablelosses. Learning after the factthat one of your most valu-able employees has decidedto leave for a "growth oppor-tunity" elsewhere - or even"more earning potential" -is as frustrating as it gets forpeople-savvy leaders.It's a pull-your-hair-out
moment where you askyourself and your seniorhuman resources person:"What signs did we miss on
this one? Haveyou asked if she/he is willing tostay under anycircumstances?What if we paidmore-wouldthat keep themhere?"Unfortunately,
executives willsee more of thisturnover of toptalent in thefuture, not less.The generationnow in theirfirst 10 years inthe work forcewill work for anaverage of ninecompanies intheir lifetime.These workers
will chase opportunities forgrowth and development.They are a generation thathas not experienced loyaltyin their home lives or youth- and therefore they neitherseek nor offer unconditionalloyalty to their employers.So, can anything be done to
prevent unwanted attrition?Absolutely.You have more influence
over this than you may think.Absent a personal crisis orspouse relocation, leaderscan significantly influence
6 Smart Business Pittsburgh ISeptember 2011
an employee's decisionto stay or leave. It startswith knowing the top fivereasons why employees leavecompanies.
"I am not appreciated"-Employees report their hardwork and contributions areneither appreciated norvalued by the company.They get little to no positivefeedback for ajob well done.
"No growth opportunities"- Employees report they seeno growth or developmentopportunities in their currentjobs or roles, nor are theybeing actively developed fortheir next role. They receivelittle to no career planning ordevelopment for the next jobor role in the company.
"Peers" - Descriptionshere range from peersbehaving badly with noconsequences to peerswho exhibit a fraction ofthe effort yet receive thesame pay and opportunitiesto peers who make lifemore difficult internally.Unacceptable behavior withno visible consequencesdrives away top performers.
"Values clash" - Employeesreported being asked to dothings that were incompatiblewith their own values.Examples: Being asked to sellproducts/services to peoplewho didn't need them; beingasked to misrepresent factsor data. Honesty and integritystill matter a lot - peoplewant to be proud of what theydo and who they do it for.
"Compensation notcommensurate with valuecreation" - This one isa post-bubble addition.Executives see the value ofwhat they do to contribute tothe company's overall successbut feel they are not rewardedcommensurately. Youhaveto ensure comp systems aredifferentially rewarding highercontributors.
These five should makeyour hair stand up. All butone reason resides in howpeople are managed, in howleaders lead. So if keepingyour brightest and besttalent is a priority for youand your company, be suremanagers and leaders at alllevels are taking the time tosay and show how much theyappreciate the contributionsof the high performers.Engage those you want to
keep, especially, in career-development conversationsand development efforts.Help them to actively learn,grow and prepare for theirnext role in your company.Act on bad and unwantedperformance. Let the highperformers see that youwill not shy away fromaddressing bad behaviorand performance in yourorganization. Lead byexample, and they will repeatyour same actions at theirlevel. Demonstrate honestyand integrity in all that youdo.You don't need to be a victim
to unwanted attrition, butyou do have to recognize thatretaining your top talent justmay require new leadershipbehaviors on your part. «
LESLIE W. BRAKSICK is co-founder of CLG Inc. (www.clg.com). author of "Preparing CEOsfor Success: What I Wish I Knew" (2010) and "Unlock Behavior, Unleash Profits" (2000, 2007),Braksick and her CLG colleagues work with leaders at all levels to maximize performance in keyareas and to help executives do the right things to eliminate regrettable losses. Reach Braksick [email protected] or at (412) 269-7240.
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