We hear the term “Talent Acquisition” quite often as if it’s the only chapter in a novel filled with drama, action, and desire for commitment. Most companies stop reading mid-way through the first section and fail to realize the rest of the book is devoted to retaining the top prize, your employee.
Unfortunately, acquisition remains the primary focus of most companies, as money and resources are poured into attracting top talent in an ultra-competitive hiring landscape then leaving their long-term work relationship to chance.
It’s What’s on the Inside that Counts
Organizations are advertising everything from flex time to lounge ping pong tables, but they are only pointing out the extrinsic values at their company. They want people to fall in love with the “things” the job offers. We are learning these assets simply aren’t enough to keep great talent around for the long haul.
I assert businesses must create a culture of cohesion, connecting how the employee feels about being part of the company to the company’s mission.
- Does your employee feel valued?
- Is your company committed to helping your employee achieve personal and organizational success?
These things matter more than common area ping pong tables and leaders must care more about the long-term lasting relationship built upon values and beliefs.
Most People Want to Love Their Job
A recent U.S. study reported that 64% of today’s newly acquired workforce would rather give up a six-figure salary for one that pays less as long as they love the job. Employees WANT a relationship that lasts, so why aren’t employers measuring up? What’s the missing link in this love story?
From the leader’s perspective, it may seem as though the task to retain talent is like holding onto a hopeless romantic. Organizations spend time and money putting programs and complex HR systems in place that are designed to make the employee like where they work. The hope is these efforts will lead to an emotional connection between worker and employer. Then the employee breaks up with the company and leadership is left trying to figure out why cupid’s arrow did not work.
One of the most impactful variables in an employee’s fulfillment is their relationship with their supervisor. Let’s discover why.
Love Thy Supervisor
The truth of the matter is found in the reality that the employee doesn’t fall in love with the programs or systems. Instead, they fall in love with what they do and their supervisor (in an HR appropriate way of course).
People who claim to love their job will tell you they enjoy working with the people in the company and they want to have a healthy working relationship with their supervisor. These “love addicts” have found a connection between purpose and passion and it shows in their performance and general well-being.
They have meaning in their work lives which translates to an emotional connection often described as “love where I work.” Surveys released from SHRM in the fourth quarter of 2018 have shown that the #1 reason employees leave an organization is because they cannot get along with their boss.
They just don’t love ‘em, so they leave ‘em.
This article is continued here: Chapter Two: Can You Buy Me Love? Keeping Your Talent in Love with Your Company.