In the recruiting business, sometimes things seem a bit too complicated for an outsider to understand. On one hand, you have the young generation looking for satisfying jobs, both professionally and financially and going through great lengths to get the jobs they are aiming for, while on the other side of the fence, we have managers and recruiters complaining about the low professional quality of their workforce or, even worse, the high turnover rates they notice in those employees that keep key positions and hold the entire company on their shoulders.
In an ever changing human resources landscape, the question is no longer how to get the best people for the jobs we have, but more importantly, how to keep your employees from resigning. You might think this is a false problem, as in a troubled economy like the one we are facing, people should be grateful they have a job at all, let alone complain about it or thinking to leaving it, but the issue of losing your best assets to companies that are your direct competitors, or even pay less than you, this is a reason for concern many managers have nightmares about.
Recruiting for talent is not a new practice anymore, as not only international corporations nurture and hunt for talent, but the big names in recruitment and head hunting say the same thing over and over again: let’s give credit to those who have not only the professional potential to become real walking treasures, but to those who also have the personal potential to become building stones for success. From the exciting world of recruitment software such as the People Aggregators, to the last recruiter doomed to file through piles and piles of paper CV’s, the first step of getting the perfect candidate is not even so hard to do. But keeping the right candidate in position? This is the managers’ game and they have to play it to win.
So how do you keep talent to yourself?
Some would say that payment solves everything, and it sometimes does. But you recruited talents that may be hunted by your competition. And that competition can rise you bet with bonuses or extras that might lure your talented employee towards them. What else?
HR Specialist Mel Kleiman, president of Humetrics and world recognized specialist in recruiting, selecting, and hiring came up with a list of things managers should do if they want their talented employees to resign and flee en masse. Of course, this is a list of actually Don’ts managers should repeat every morning before starting a new day’s work. The full list Top 10 ways to ensure your best people will quit is quite thorough and offers a deep analysis, but we will focus on some key points that should become part of a manager’s personal work and organizational philosophy.
Toleration of mediocrity
It is true that you can’t have only international experts working for you. It is also true that a bunch of talented people, be them the copy machine boy or that shy secretary in the back, won’t tolerate themselves incompetent or mediocre colleagues that at the end of the day make the company seem decent, to say the best, and their hard work quite futile. Talent doesn’t mean that all have to have a Ph. D in some field, while mediocrity can consist in a MBA and a general bad attitude towards others’ work, the company’s success and so on.
Employee retention strategies: How to keep your employees from resigning
This should come natural for all managers and you don’t just have to listen only to Kleiman on this, as he recommends making lists with people you want to keep and detailed action plans on how to keep each individual. You can also listen to another international HR authority, Michael Geke, who says over and over again, that it is not the job that counts, but the individual who does the job. Acknowledging that you have a talented person in a key position requires and active effort from the manager to keep that person. What would make them stay? What are their motivations, what incentives work in their case, what are the challenges they would do anything to face, what are the tasks they resent?
Geke’s organic approach to employees (towards their personal skills, attitudes, potential to grow and talents that need to be discovered and trained) together with Kleiman’s list of not losing your best and most valuable employees are at least two of the major issues managers should address, interiorize and practice for the sake of their companies.