Let’s NOT train our staff so they’ll get picked off for better jobs

Are providing enough training and development to keep your employees engaged?

 

I was conducting our Speaker Program on retention titled “You’re the Person I WANT to Keep” and we were at the section on discussing how training and development is a powerful element of employee satisfaction and engagement.

One of the CEOs in the room blurts out “Why should we train our people – we’re just preparing them to be stolen by our competitors”

I was so stunned at this remark, I was for once at a loss for words. Then, an even bigger shocker took place: Some of the other CEOs in the room actually started nodding their heads in agreement.

What have to come to where we are so afraid of our employees leaving, that we're willing to lock them in the basement, put our thumb down on top of them, and crush their future capability?

Is this perspective dysfunctional or what?

NOT training your employees is a sure way to lose them. NOT providing opportunities for learning, development, and personal growth is one of the major reasons 50% of your workforce is logging onto job boards trying to see if the grass is greener somewhere else.

Training the heck out of your workforce is one of the best ways to “recruiter-proof” your company. I know you’ll lose a few people over time to competitors; however, you’ll keep a far larger group.

Perhaps, most importantly, the value training brings extends far beyond just keeping people. Your workforce becomes more skilled, knowledgeable, and capable than all your competitors. Productivity goes up. I can’t begin to quantify the value of a well-trained workforce.

What’s your training investment? How much of every revenue dollar goes to training? Does every employee have a personal development plan for formal training, e-courses, webinars, projects, on-the-job skill training?

When you are planning on making training one of the core elements of your culture?

Barry Deutsch

Do Your Managers Make Your Employees Miserable

Toxic Boss Screaming at Subordinate

As an executive recruiter, one of the most common reasons I hear from candidates of why they are looking to leave their current role is: My Boss sucks! Obviously, I’ve paraphrased a little.

The actual comments go like this:

My boss doesn’t give a darn about me as a person

She’s always nit-picking at everything I do

I feel like my boss is always looking over my shoulder

Everything I do gets “second-guessed”

I get NO respect

I don’t trust my boss

He keeps the most interesting projects for himself

My boss plays favorites. There are two people who always get the best assignments or “let off the hook” when they make mistakes

My boss never has anything positive to say to me – everything is negative

He has humiliated me in staff meetings when we could have discussed an issue in a private session

I feel like a mushroom all the time – my boss continually keeps me in the dark – I never get to see the big picture – only the little amounts of information he decides to filter to me

She has unreasonable expectations and is cold-hearted

I’ve learned very little from my current boss – far less than anyone else I’ve worked for before her

The work I am assigned feels like busy work. I don’t think I have any substantial impact around here. I could be gone – and it wouldn’t make a difference

I am so frustrated with my current boss – I have to find other things to do outside of work just to keep my sanity.

How can everyone be so blind as to how bad my manager is – I don’t understand how he got this job

The most frequent lunch conversation is over the stupid things our boss says and does – she’s a joke

 

Are these the words and phrases your staff uses behind your back? Do they confide in you about your peers, your boss, or their supervisors with these phrases?

When I ask CEOs this question, most of them just shrug their shoulders as if “not my problem”. But it is your problem. Your culture is determined by what you’re wiling to tolerate. Do you tolerate mercurial managers, toxic supervisors, and executives who are clueless about leading top talent? Everyone claims they want to hire and retain great people – but that’s an impossible goal if you’ve got managers and executives who make your employees miserable.

When was the last time you “graded” your executives and managers on how they lead, develop, grow, mentor, empower, engage, motivate, turn on, and extract the best performance possible from their team? OR is it better to just ignore these issues and limp through hoping for better results. A huge element of employee satisfaction and consequently, company performance, is the level of trust between an employee and their boss. If you have supervisors, managers, and executives incapable of developing deep trust with their staff, you’re in big trouble.

Is it time to step back and confront reality that some of your supervisors, managers, and executives are not effective at leading their teams?

 

Barry Deutsch

PS – Give me a call or email me to take advantage of our 10 minute leadership assessment to determine if your organization is capable to producing high performing teams. You should only call or email me if you’re prepared for the hard steps of changing the culture of your organization to attract and retain top talent.

Retention – Bah Humbug! My Employees Love Coming to Work

Your employees might start kicking down the door to leave

Here's the biggest myth of retaining great people: They show up every day – my employees must love their jobs.

Be prepared for the shock of your life!

I'm re-running one of the most popular blog articles every posted. Most CEOs and Executives reading this article in the past, were suddenly gripped by fear, extreme anxiety, and an urge to take action.

This article was a WAKE-UP call to start focusing on how to retain your best talent.

 

Some of your Best People Are Waiting to Kick Down the Door to Leave

What are you doing right now to ensure your company is capable of retaining your best talent as the job market expands?

I can't predict whether the job market will bounce back into a vibrant job market – in 6 months, 12 months, or 18 months. However, it will bounce back.

You might say “Barry, we have very low turnover and I'm not concerned about losing some of our talent to competitors”.

I would contend that since there are very few jobs available, most candidates have hunkered down and are waiting out the job market depression. Of course you don't have turnover issues now. Plan on having those issues within the next 12-18 months. If you have dismissed an employee without good reason or you fail to follow a fair procedure, any of them can appeal to unfair dismissal solicitors.

 

Job Market Trends Raise Your Risk

We need to recognize a few factors and trends at play in this job market.

First, the tools for candidates to find jobs has increased dramatically.

Secondly, the tools for companies to find candidates have increased, particularly through social media channels.

Third, employee satisfaction is at one of the lowest points since the Great Depression.

These combined factors are unique for the coming job market improvement.

I'm waving my hands in the air sounding the alarms of a dangerous combination of factors regarding your employee satisfaction and available jobs. Perhaps, you'll write this off as the little boy who cried “wolf” too often. Perhaps, you'll read this blog post, pull your management together, and start implementing programs to proactively raise your retention capability.

 

Procrastination, Denial, and Complacency

In my workshops and seminars to CEO groups and management teams, I've noticed that many companies might be at risk to lose some of their most critical and important talent over the next 18 months. As I jump back and forth across the country in my presentations, I am stunned at the lack of attention being given to structured retention programs.

Perhaps, many company executives feel that since there are no jobs available, there is no need to invest in retention programs – as in “our employees are not going anywhere.”

What if 1 or 2 of your top performing engineers, sales reps, or pivotal executives suddenly walked into your office and resigned tomorrow? Do you have a back-up plan in place? Maybe you've been working on a succession plan? What if the 1 or 2 leaving triggered a brain drain or exodus of talent?

 

Review Retention Best Practices

I would like to suggest it might be time to review your current retention programs to update, improve, enhance, and implement changes to ensure your best talent does NOT leave as the job market rebounds.

Some best practice areas to focus on:

  • Culture – is there dysfunction in your culture? Have you surveyed your employees for their satisfaction levels?
  • Feedback – do you have a rigorous process for One-to-Ones for coaching, development, and success-based leadership?
  • Non-Monetary Rewards and Recognition – top talent only performs to a standing ovation. Do you have a series of programs aimed at supervisory, team, and company-wide non-monetary recognition?
  • Acceptance of Mediocrity – top talent wants to be in a success-based environment. Can you claim that you've embedded success-based management principles in the fabric of your business?
  • Learning and Development – how aggressive are you pushing learning, training, and development throughout your organization? Your best people will stay in an organization that helps them grow at a high rate.

Here’s a great question that might keep you awake at night:

What are you doing right now to improve your ability to retain your best talent over the next 12-18 months?

Do you feel any level of fear, anxiety, or an overwhelming urge to wrap your arms around your best talent and express your gratitude they are still part of your company?

Have you used our 8-Point Retention Matrix to verify you're doing everything you can do to keep your best people?  If not, click hear to download this self-assessment tool for checking your retention capability score.

Barry Deutsch