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The Achiever NewsletterAttracting & Retaining TalentAt the AchieveMax® company, we are indeed fortunate to be exposed to a large variety of industries throughout the U.S., Canada, and Mexico as we consult, speak, and train. As a result, we have observed a rapidly-growing trend by leadership in every industry to attract and retain good people who are capable of creating and maintaining a very competitive, creative, and cutting-edge culture. After two decades of corporate downsizing, middle-management layoffs, merger-mania, and hostile take-overs, companies in every industry are waking up to the reality that they must make the management and motivation of their employees their number one strategic priority — or risk falling behind the competition! Organizations are investing more time, energy, talent and dollars in this area than ever before — and with good cause. Obviously, without a responsive, top-notch workforce, it is impossible for management to fully execute and sustain a strategic plan. Without your people enthusiastically supporting your goals, your plan is likely to remain just that: a plan, and not a reality. Those who decline to invest in those areas mentioned above are certainly destined to pay even higher costs in the future. Today’s workers are an entirely new breed: more demanding, more diverse, more technically astute, and less likely than workers of a generation ago to believe that the employer has their best interests at heart. They obviously want fair compensation. They know what they’re worth and they’re going to get it somewhere. However, that isn’t all they want. Today’s employees expect more than a job and a paycheck:
These are just a few of the many demanding expectations YOU must meet if you want to attain the services of today’s applicants. In response to client requests, the AchieveMax® company has created a 20-point checklist of Productive Culture Requirements. First, leadership and middle-management define, discuss, and then rate their organization on each element of the checklist. After arriving at average scores, they brainstorm to identify areas of immediate concern and develop action plans to address each area. Several clients have admitted that they were quite surprised at many of the areas identified for improvement and even more surprised at some of their actual scores. Plans are now being made to ask front-line employees to rate the elements. This feedback will not only provide targeted feedback for future action plans but will also send a message to employees of concern and action on behalf of leadership. This is just one of several steps your organization can take in attracting and retaining talent. Suggested Reading on This Topic
Publication Date: Summer 2000
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