Why are you leaving your job?
Effective strategies to retain the best talent
After months of searching for the ideal candidate, you find and hire them. However, shortly afterward, that new team member leaves the company searching for better opportunities. What went wrong? How is it possible that a talent who costs so much effort to attract decides to leave so quickly? How can we ensure this talent stays and grows with us?
The shift probably involves several circumstances, but if we had to select just one reason, what would it be? Think about your professional career: what motivated you to change jobs? Surely, it wasn't just money, but rather a lack of clarity regarding your professional growth, the deeper meaning of your work, and how you truly contributed to something larger. This is entirely logical: when you don't clearly understand how to grow within the organization or how to create a genuine impact, you seek clarity in other projects. Ambiguity generates frustration and, in the long run, talent drain.
On the other hand, the traditional idea that growth must involve assuming a managerial role is misleading. Highly specialized employees, especially in technical or creative fields, might feel that to advance, they must abandon what they enjoy most. This dilemma also generates frustration, demotivation, and ultimately, loss of talent. So, what can we do to retain and help the best talent grow?
Communicate expectations: Transparency is essential. Communicate the specific skills employees need to develop to reach the next professional level. Also, communicate the objectives (OKRs) expected within their area or role. This involves clear communication of expectations, plans, and objectives.
Offer a clear career path: First, acknowledge that not everyone wants to be a manager. Offer horizontal career paths allowing employees to progress, regardless of their function. For instance, you can create reference positions to advise different teams using specialized knowledge in technical or strategic areas without the traditional burden of management.
Connect people with purpose: When you identify and emotionally connect with the purpose of your work, you're less likely to seek change. The same applies to your team and colleagues.
Take care of people: We spend approximately 20% of our lives working. Generally, we spend more time with coworkers than with our children and family. Create a workplace culture that cares for, recognizes, and supports people to enhance commitment and job satisfaction.
In conclusion, talent retention requires addressing multiple dimensions beyond salary or a managerial position. It involves offering genuine transparency in career trajectories, concrete opportunities for growth, learning, and autonomy, as well as connecting each person to a greater and more inspiring purpose.