What is it like to work in YOUR organization?
How are you stacking up against other organizations competing for the same talent pool?
Last week, I attended an interesting event hosted by HR Alliance DC: Create an Engaging Employee Experience presented by Shaara Roman and Jennifer Ives. Captivated by a talk about organizational culture and HR strategies, I was taken by surprise by a compelling argument for organizations to shift their thinking and strategy around hiring and staff retention strategies towards seeing employees and job seekers as consumers.
Let me unpack that bold statement: The generational demograhic of the labor market is changing considerably with already more than a third of the current workforce being comprised of Millennials, defined as (34-22-year old) and Gen Zs (21 years and younger as of 2015). Those age groups in particular are looking for personal career development options, a good fit for their individual talents around purposeful work, and they want the organizational culture of their place of work to be compatible with their personal values.
With further diminishing job security and dwindling employment benefits, the younger workforce generations generally feel little loyalty towards the companies they work for. More than half of the younger workforce is looking for opportunities to work for themselves. Furthermore, as highlighted in a previous post, 75% of all employees are disengaged and are one foot out the door at any given time, looking for more appealing job opportunties with the help of employee experience-transparent jobsites such as glassdoor.com.
From the organization’s perspective, successful hiring strategies, employee engagement and retention are essential factors for organizational success, especially in the professional services industry. Specialized jobs are very expensive to staff and a high employee turnover can cause serious project delays and blow deep holes in the budget.
The idea of viewing employees and potential hires like consumers with distinct behaviors, preferences and expectations makes sense and may be a sensible business practice for many organizations. Creating a positive employee experience is therefore becoming increasingly important for organizations looking for a competitive edge in today’s business climate. This does NOT mean high-end espresso machines, ping pong tables and nap rooms.
The most important employee experience differentiators are:
- Inspiring Leadership + Empowering Culture
- User-friendly Technology
- Flexible, People-centric Workspaces
In response to changing employee expectations and upon seeing positive ROI upon investment in organizational culture improvement, traditional management models are being turned upside down and inside out. Performance management is shifting from formal annual review models to frequent informal feedback coupled with mentoring and coaching. Intrapreneurship, an entrepreneurial mindset within the organization, is encouraged and traditional top down management is taking a backseat to servant leadership approaches.
Companies will have to take an honest look at the attractiveness of their organizational culture if they are looking to hire and retain top talent in today’s competitive job market.
- How does YOUR company measure up?
- How are you relating to your staff?
- What does your employee engagement strategy look like?
Butler Communication’s SOAR Leadership Lab gives you an opportunity to take a closer look at your leadership skills, to practice new communication patterns, to experiement with collaborative management styles and to strengthen your resilience and flexibility capacity.
Curious? Call me: 703-599-9079
Build Committed Relationships, Shape Engaging Culture,
Inspire Agile Action, Generate Extraordinary Results
With best wishes for bold and courageous culture shaping,