YOU WANT THE TRUTH?! YOU CAN’T HANDLE THE TRUTH! (Jack Nicholson, película A Few Good Men, 1992)
The business ego is something that, like the staff, makes us feel powerful and motivates us to the constant search for recognition that, as an endorsement, we use it to position ourselves better than other companies and with that armor to present ourselves to the world.
Of course, as the neuralgic thing is to emphasize, this world will be so segmented and stressed to such an extent that our strengths will be the only ones highlighted in the speech, letting pride, disguised as actions, be the helmsman.
Appearing on the covers of prestigious magazines and other print media, on popular digital networks, wearing our finery in awards of the most admired companies or the best companies to work for, grant an air of security, which although ephemeral and narcissistic, often efficient, that will be valid until the next results.
Of course, on the eve, we lose sleep with the concern of having gone to occupy one or more steps below the previous measurement. Meanwhile, the plaque, the trophy or the personalized book that shouts our success, rests as a decoration in the waiting room of our companies.
It is at this moment that we proudly understand that this ranking represents splashes of our DNA. This is how, in a taciturn way, to degrees similar to those practiced in espionage, subliminal messages are sent to stakeholders. Some internal stakeholders, confused, we do not stop looking for the rationality between our demotivation (our reality) and the constant reminder of experts (the reality of others) in the art of impregnating ourselves with those traces that we mark with the fortune of “belonging” to this reputed organization.
With sadness I have read about business leaders who declare, with an obvious obtuse mission, about the policies of retention of talents, that their talents did not leave the company and more recently, due to the pandemic, highlighting that the true motivation to the collaborator is to have kept his job.
Then, he invited us to ask ourselves what is the most valuable asset of the company? Can we handle the truth? We could automatically respond with the cliché that “it is the employees”, but how many of us can recognize that in our hypodermis we know that there are many areas that occupy that place before reaching that response that is the appropriate one to officially enact.
Research and development, marketing, copyright, intellectual property, or even a patent may rank first among those top assets, just to name a few common examples. However, all these intangible assets are created by people. Therefore, people must matter more to us and to our companies.
Hiring a highly qualified employee or outside leader can be extremely expensive, therefore organizations must better prepare for internal hiring through formal employee development and succession planning programs. Task that takes time, dedication, perseverance and focus.
Since small businesses have few employees, more is dependent on their individual performance – there may be only one employee in a position. Therefore, the performance of this employee will determine the overall performance of the organization in that role. Also, if a centrally important employee, for example, the only one who has any specific knowledge leaves, that will have a huge impact on the organization’s ability to continue to work successfully. Another concern is that the change of even one person at the managerial level can greatly affect organizational culture, especially in small companies.
Due to the above reasons, companies must ensure that they select the best candidates and retain them. However, it is important to note that “best” may not mean the best exclusively in technical aspects or skills and talents. Cultural fit is just as, if not more important, considering the great effect it has on retention. A small business is even more vulnerable to turnover costs. The best option would be to find candidates who are both high-performing and high-attitude, but if this is not possible, the opportunity to choose a candidate of high behavioral competencies and soft talents should be carefully considered, as they could develop into a candidate. high performance, by strengthening technical skills.
Once the company has the talent pool it needs, it needs to make sure these employees are engaged, feel valued, and are monitored and guided to perform well.
The big mistake we make in organizations is to think that retention is NOT something dynamic and that employee motivation does NOT change over time and circumstances, giving more or less importance to plans developed by the Human Management department, which at the time they were enough to captivate and incorporate us. It is to be expected that the obsolescence of incentives is common, since we are dealing with Human Beings. How many things have changed since the pandemic has put our true reason for living in perspective? What is the new line-up that makes our players the tireless engines of the company.
This can be done by creating a desirable culture, understanding the needs and motivations of employees and responding to these needs. The organization must offer development opportunities to its talent so that it feels valued. Sounds logical, right? But, You Can’t handle the truth !!!
Most small organizations do not dedicate the necessary resources to try to understand what it is that is valued by the collaborator at a precise moment.
Many companies ignore the fact that there is a world of opportunity outside of them. At the same time, other companies, far from being shortsighted, seduce our employees who are abandoned, forgotten, disrespected, undervalued, abused and attract them with the radiant light of the gem of a business universe, which DOES understand them and who DOES. has a declared commitment to care for them.
In the middle of the Pandemic, how many colleagues, friends, acquaintances have found opportunities that best suit their motivations? What has this meant for companies that have lost these talents? Immediately, the proud will think that not much. The most thoughtful of us will think that for a few years that could be the Genesis of a company without a soul.
In today’s market there is a high mobility of employees, and as Moises Naim says in his book, “The End of Power”, the revolutions of “More” (we live in a time of abundance. There is more of everything), of the ” Mobility ”(There is no captive audience. Talents are no longer limited by borders) and“ Mentality ”(we cannot take anything for granted), are consequences of the dynamism of the changes. Employee expectations are growing at an ever-increasing rate, and companies must constantly reinvent themselves to meet them.
Employees determine the success or failure of companies. The work we do determines what customers and partners see, so it is important that we treat our employees in proportion to the value they bring.
Will we have the courage, the courage or the humility to recognize that contribution? The truth is that the employees who run an organization can be physically replaced, but their skills, experience and knowledge cannot. All of these are invaluable and intangible assets that ensure the future of the company. Among the reasons that we could cite, why employees should be considered invaluable assets, we find:
1. They are essential to provide goods or services.
2. Employees are the first customer of any organization.
3. Employees are the face of an organization.
The reality is that a disgruntled employee will lack motivation and will not perform well, leading to unsatisfactory performance. This will be passed on to the teams he leads and with whom he shares, leaving unattainable target results, low profits and more employee losses.
Let’s embrace the business truth. Our business truth! Let’s be brave! Visionaries! Out of the ordinary and long-term thinking! Only in this way will we be able, not only to understand the truth, but to act so that the truth of our companies is transcendental, timeless and not conditioned by the shackles of a few, which in themselves are only links in chains that try to be part of a DNA that it will always lack identity.
This is how the flanks remain open, for attacks that will exterminate us from the competitive arena.
Let’s handle the truth. Our truth!