Retention – September 2009
Keeping Your “A Team”
By Peter McCue, HR Pro
Over the last week or two the economy has shown early signs of recovery or at least indicated the “bottom” of this fiscal freefall. During the recent tough times, many organizations have significantly, but understandably, reduced investment in developing their talent while many individuals have simply “hunkered down” in their current roles rather than risk taking on a new challenge in uncertain times.
Consequently, as conditions start to improve, one of the bigger challenges that many organizations will face may well be that of retaining their talented employee base. As is normal, it will be the most talented who are targeted when staffing really kicks into a higher gear, so what can good leaders do now to help protect themselves against losing some of their better players as conditions progressively improve?
First, understand that while leaders are responsible for developing and retaining talent, research suggests that the prime reason why people stay or go is the quality of relationship with their immediate supervisor. With that in mind, practice using these simple yet focused approaches -- Then set very clear expectations with your direct reports that they do the same with their staff!
- Be visible and very accessible especially with your direct reports and ensure that you have regular “one on one” dialogues with them. Through taking this approach you can set clear expectations including what “winning” looks like. The regular dialogue also provides the opportunity to ensure the correct flow of business information and for you as leader to help provide much needed context for business decisions so that the information you provide may be better understood.
- Walk the job or selectively use skip level dialogues to effectively pulse what’s happening further down the organization. It will provide you with good feedback and direct contact with some of your key players as well as exposure for them! Many senior leaders still have had a mindset of career development being something that is done “to” rather than “with” their staff. Talented players typically have serious career aspirations that need to be understood - so ask! Often even some of the very best leaders assume that they know what their best players are looking for. However, better that you seek to understand what is important to your staff member especially in providing coaching both to build on strengths as well as looking to eliminate any barriers for their success. Having an “adult” relationship with your key players is key. That starts through engaging them in a real discussion about their career goals, timing, work-life choice points and crucially what they expect of you.
- Once you’ve discussed and agreed a plan with your staff member, get out of the way! Nothing frustrates top talent more than being micro-managed. Hold your folks accountable for meeting their commitments AND be actively involved with them but focus those discussions on reviewing process (the “how” of performance) rather than content (the “what” of performance).
- When commitments are met recognize the staff member for it! Even a simple ‘thank you’ can go a long way. If you know your staff members well enough (and you should!) you can and should tailor the recognition. Make sure that you don’t apply a one size fits all approach – for example some folks don’t like public appreciation while other may love it. However you choose to do it, explain why you are giving the recognition in talking about not just what got done but also how it got done.
Of course you and your organization may have this issue well and truly licked, in which case
congratulations are in order! However, if you are not sure you may like to ask yourself the following
questions:
- Do we really know who our most talented players are?
- Do we really understand why our key talent stays OR what would make them leave?
- Do we know what really makes our key players “tick”?
- When in the last week did thank one of your team for a job well done?
- When was the last time that you talked one on one with each of your direct reports?
- When was the last time that you left your office and went “walkabout” on the job?
- Does your HR organization have a retention toolkit developed?
Building on an extensive and successful corporate career in senior HR leadership with companies including Papa John’s, Hewlett Packard, and Motorola, Peter McCue founded Caledonia Coaching and Consulting to provide informed and practical solutions to assist organizations and leaders in maximizing their potential. He can be contact via http://www.caledoniacoachingandconsulting.com/