Retaining Employees – The Key to Competitive Success

Often the primary distinguishing characteristic between industry-leading companies and their less successful competitors is the quality and motivation of their people. Retaining talented, motivated people is critical to both current and future success. Studies of successful businesses indicate that the quality of employee life is largely a function of the quality of leadership. The better the boss is at recognizing, rewarding and developing the employees, the more willingly and enthusiastically those employees will stay and contribute to the company’s success.

Good leadership requires fine-tuning your messages and the conditions of work for each of your valuable employees. Here are some tips to help you more effectively retain people and maximize their energy and productivity from PI Worldwide.

Guidelines

  1. Clearly understand the job and context into which you place people. The closer the fit the more you tap into the natural energy and drive the individual can contribute and the better the work conditions positively affect and reward the person. The greater the extent to which the job requires opposing behaviors, the less likely it is that the job will consistently motivate excellent performance. So the key is to clarify, clarify, clarify! Keep working the job design to weed out non-essential requirements. Hone in on the key outputs and processes that will drive results. Remove competing, non-essential requirements and reassign them to a more appropriate person or eliminate the requirement altogether.
  2. Having clarified and fine-tuned the core job requirements, aim all supporting efforts such as performance tracking, training, coaching, and communicating at that core. Know the PI®’s (motivating needs) of your people and keep them in mind in your interactions with each individual. In each interaction, ask yourself how you can best approach the individual and positively stimulate them toward productive action.
  3. Don’t assume that all employees are looking for fast-track growth. Many would prefer to continue to do what they have been trained and educated to do. Look for opportunities to challenge them with more complex and interesting work utilizing their skills. Find ways to recognize their contributions and increased expertise. For those who are upward-bound, keep an eye on the individual’s career path:
  • Are his or her skills developing at the pace required to move forward when needed?
  • Have you and they identified the range of possible future opportunities? Remember, the best opportunities may not lie in a straight line upward.
  • Are you helping pave the way by creating opportunities for others in leadership to gain an understanding of their skills and potential?

Finally, look to your own PI®. Which of these leadership mandates come easily to you? Which are more difficult? What are you doing to design your own work or team to meet the mandate in the ways that will be most successful for you?

I can help you find your local PI® Consultant so that you and your company learn how PI® can transform your organization. Contact John Inman for more information atjohn@johninmandialogue.com and at 425-954-7256.

Originally distributed by PI Worldwide in ActionPI.

A poor hiring decision can equal 30% of that hire’s first year earnings.


Can you afford to make a bad hire?

Organizations have the opportunity to simplify the hiring process and make far better hiring decisions if they pay attention to the talent of the applicant before they dig into the resume of the applicant. The vast majority of hiring decisions are made based on the resume of the applicant without regard to the genetics of that person. Genetics accounts for close to 55% of the success of someone placed into a position. 20% of the success is based on the resume. The underlying problem is that with one exception, there really isn’t a simple hiring model that screens for talent first before screening for resume. So organizations get stuck in the rut of hiring of based on inadequate information and putting people into positions that they are not genetically suited to do. To compound the problem, fewer and fewer applicants have a robust resume leaving recruiters and hiring managers struggling to find applicants who can excel in the position.

So what do we do about this? As organizations we cannot simply throw up our hands and continue to accept the status quo. This is where Predictive Index and cognitive assessment with Professional Learning Indicator come in. With these tools, a recruiter can screen on talent before even looking at a resume insuring that the applicants that are moved to resume screening actually have the genetics to do the job. This one very simply step can eliminate so many frustrations for an organization and reduce turnover and improve performance. This also insures that early talent applicants are not removed from consideration particularly if they have the right genetics to do the job. To see how this process looks, review this presentation on HiPo Talent and see how a very simple and cost effective simplified hiring model can transform your organization.

Getting the right people in the right positions transforms organizations

There is so much time and energy invested trying to get people to perform in jobs for which they are not suited. There is a better way. And that better way is to do a better job in the selection process. This cannot be done by simply screening resumes better, as resume screening is ineffective 80% of the time. Doing better on this is not yielding results. We need predictable performance improvement and resume screening is not the way to get it. Genetic predisposition is what creates over 50% of the success of a person in an organization. This is where the focus must be, understanding the genetic behaviors and cognition that a person brings to the organization. As well, if an employee is failing, rather than removing them from the organization, a much better and more respectful approach is finding a job that suits their genetics. So whether it is initial screening of applicants, repositioning of struggling employees, screening for advancement, or accelerating high performance, effectively assessing genetics is the best solution. Visit my people analytics page to learn more about a potential solution.