Two of the universal challenges faced by organizations throughout southeastern Wisconsin and across the country is the attraction AND retention of talent.
You may have heard on the news that home improvement retailer Menard Inc. plans to hire 50 workers from its headquarters in Eau Claire and fly them weekly to staff its store in Minot, N.D. Minot is in the midst of an oil boom and has more unfilled jobs than potential workers. Menard says jetting in employees for weeklong stints and housing them in hotels is likely to be a permanent solution for that store’s staffing shortage.
Creative solutions like this would suggest that many organizations need to focus on both the attraction AND the retention of its workforce. Retention, in particular, is an oft-stated challenge for many business leaders. The stories I continue to happen upon suggest ongoing learning is in order.
So, I’ll provide a couple of tips.
Retention tip #1: Do not use yourself as a barometer.
In mid November, I was talking with a group of 45 leaders, most of whom happened to be baby boomers. As is a standard rule, the group shared the challenges that they have been facing relative to the retention of their young professionals. This is not an illusion. According to the results of the Allied Workforce Mobility Study 2012, 23 percent of new hires leave within their first year.
As this group of leaders was talking specifically about technology in the workplace, one of the business owners said, “Frankly, one of my pet peeves is these people who can’t seem to pick up the phone and have a conversation. They want to send an email and a text message for everything.” Did you pick up on the phrase “these people?” And, yes, I assure you there was an edge in his voice. It’s fine that this guy has a preference for the phone. I suggest, however, that he not use himself as the barometer for a 70 million-strong generation who happens to have a propensity for technology by virtue of being raised with gadgets. Contrary to what he seems to be suggesting, leaders can, in fact, guide their young professionals toward a greater balance of communication (gadgets, phone and face-to-face). This leader, however, had a discernible intolerance about his so-called pet peeve. He even fessed up, “Yes, I’ve been told throughout the office that I’m intolerant.”
OK, well guess what? People leave intolerant leaders. And, people leave leaders who become vehement about preserving their lifelong paradigms regarding ways in which business is conducted. This leader is missing the boat. Building a workplace culture that balances so-called innate preferences (i.e. text messaging, in this situation) with other options (i.e. a sometimes-more-appropriate phone conversation) requires effective leadership practices like conversations, mentoring, training, discussions related to expectations, and, sometimes, some good old-fashioned friendly advice.
Retention tip #2: Do not over-promise and under-deliver during your attraction phase.
A few weeks ago, I was talking to an after-hours service technician whom I had hired to address something in my home. This relatively young guy was a highly conscientious, hard working, customer-oriented individual. Impressive.
We started talking about his full-time job with a local well-known company in Milwaukee, and he began to share his dissatisfaction. I gave him my card and told him that if I could help support his future search for a better opportunity, I’d be happy to. This is the e-mail I received from him only a few hours later:
“I feel a bit deceived so to speak. What I mean, exactly, is this: during the entry process, training and orientation, etc. I was told many things that have not yet, and I feel likely never will, come to pass. At the very least, my supervisor has not read ‘the memo.’ As a result, I feel compelled to move on to better things that actually have capability and room for growth and development.
“I am driven and motivated by opportunity. Here is an example: I started a company from being a fly-by-night, out-of-the-garage operation, to a business that services all of southeastern Wisconsin and generated $275,000 in 2011. This success was led by my talents, drive, logistical delegation, communication, networking, advertising strategies, and efficiency. Needless to say, I’m more than just a wrench. And, I don’t feel that way where I am.”
Unfortunately, I talk to too many employees who have been promised something during the hiring phase, then in the busy-ness of business, combined with too many leaders who do not seem to take seriously their employees’ desire for growth and advancement, our young workers become disillusioned.
Have you noticed, people who feel like wrenches don’t tend to stick around? n
Aleta Norris is a partner at Living As A Leader (www.livingasaleader.com), a Brookfield-based leadership training, coaching and consulting firm. She can be reached at anorris@livingasaleader.com.
