Holding On To Your Best People

As with many things in life, problems don't seem like problems until they arrive at your own doorstep. Since we are in the midst of a robust job market where demand for talent is high, this is just the time when McCormick Research & Development and other technical organisations can least afford to lose valuable people.

The types of talent organisations most fear losing are typically people in:

* Technology who are implementing c-commerce strategies.
* Information Technology who are developing and/or implementing major new systems.
* Junior positions where people are slated for major leadership roles.
* Sales to customers we consider vital to the preservation of revenues.
* Positions with unique knowledge of products and services.
* Positions needed to support a major consolidation or acquisition.

Why the Problem?

There is no shortage of commentary about what makes it tough to hold on to good people. Here are three opinions:

Why do people leave?

"Many talented people leave organisations because their bosses don't understand the psychology of work satisfaction; they assume that people who excel in their work are necessarily happy in their jobs. The fact is, many people today can succeed at a multitude of jobs. The question is, "will they stay?" (1, p. 145). They will-if the job matches their "deeply-embedded life interests" (long-- held, emotionally-driven passions-not what people are good at, but the kinds of activities that make them happy), such as:

* Application of Technology-the inner workings of things; finding better ways to make things work.
* Quantitative Analysis-"numbers are the best way to solve business problems." * Theory Development and Conceptual Thinking-- abstract ideas, the "why" and not the "what" of strategy. * Creative Production-making something original (entrepreneurs, scientists, engineers).
* Counselling and Mentoring-dealing with people on a day-to-day basis, deriving satisfaction from the relationship.
* Managing People and Relationships-dealing with people on a day-to-day basis but focusing more on outcomes than those in the Counselling/Mentoring category; accomplishing the goals of the business through people as opposed to watching people grow.
* Enterprise Control-satisfaction in making the decisions that determine the direction taken (happiest when running projects or teams).
* Influence Through Language and Ideas-writing, speaking, selling, negotiating.

The greater the mismatch between life interests and job content, the greater the risk of turnover. "Job Sculpting" begins when managers identify those interests and then seek the best job fit.