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Retaining Good People
by Mary Jane Mapes, CSP Recently, within a twenty-four hour period, we received three phone calls - one from a federal government agency, one from a large pharmacy organization, and one from a major healthcare network - all requesting either a training or a speech on the same "hot" topic: how to keep good people. In doing my homework for the pharmacy organization, I discovered that in the US there is a shortage of over 7000 pharmacists, and over 240 open pharmacy positions within the client's organization alone. A continuing shortage of health care specialists has also been predicted, as has a shortage of skilled workers in manufacturing organizations. Government agencies are now busy developing emerging leaders courses to prepare people to fill the positions soon to become vacant as thousands of baby boomers retire and exit the workplace. The question of how to keep good people seems to be on the minds of many who know that their ability to compete globally depends on the skill of their available labor pool. Jack Welch, CEO of General Electric, in his letter to stockholders in 2001, said that key employees should be "loved, nurtured, and rewarded in the soul and wallet because they are the ones who make magic happen." He went on to say that losing one of these people should be considered a leadership sin. The unfortunate thing is that most managers and supervisors think that retaining good people has more to do with compensation than anything else. Offer someone a bigger salary or better benefits and they'll be gone in a heartbeat. That seems to be the prevailing belief among 89% of managers, according to Kaye and Evans in their book, Love 'Em or Lose 'Em. In truth, an organization's ability to retain good people has more to do with challenging work, opportunities for growth and development, fair, competitive compensation, great co-workers, respect and recognition, and an understanding attitude. It simply is not all about the money. Our own work corroborates that fact. We've talked with thousands of people over the last two decades when consulting in organizations and working with their people, and most people are upfront about their reasons for staying with or leaving an organization. And, the reasons given haven't changed much in over twenty years. The authors of Love 'Em or Lose 'Em offer the following:
If your management team has been given clear expectations regarding their role in employee retention, if they have been educated and trained in the knowledge and skills required to create a climate of motivation and commitment, and if they have the resources available to do the job, then you can hold them accountable for retaining good workers. Just remember, fast growth and good profits must never overshadow the individuals responsible for results. No matter how large or small an organization may be, you are nothing more than the sum of the motivation of individuals who work for you. Care for them, nurture them, and appreciate them, and your entire organization will be a more powerful force. © 2000-2007 Mary Jane Mapes,nCSP All rights reserved. Mary Jane Mapes speaks at conventions and for corporations on winning customers for life, dealing with difficult customers, and developing effective leaders. life, have helped to light the path and show the way to healthy, happy living. END | |||||||||
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