Defining the Employee Relationship Chain

A successful employee relationship -- which converts to strong retention -- can be broken into three stages. The relationship begins with onboarding and evolves into alignment with the organization and recognition for his or her contributions. The final stage, which often is not achieved, is when the employee views the organization and its leaders as trusted advisers. By Ed Cohen and Priscilla Nelson Addressing turnover is critical. Many organizations cost-optimized without taking retention into account and they will now have to deal with the consequences of that. But it's not too late for organizations to immediately begin taking advantage of this awareness by moving their employees up the value chain. Today's economic marketplace has created the need to re-evaluate our past, current and future talent needs. While millions of qualified applicants are available, it goes without saying that many of them will not meet the criteria for each and every business requirement. Well-educated and seasoned veterans from every industry carry a different price tag. Whether we look at the recruitment process, onboarding in general, or specific re-skilling, we must still consider the contributions of those warriors who remained behind to assist the organization when the massive cost-optimization and related reductions in force hit our workforce. Often doing the work of two or three people -- or more -- they have acquired new skills and embodied collaboration to make their organizations, and the teams within them, stronger and more flexible for the future. Through well-orchestrated employee-retention programs, a good base for developing the talent needed for tomorrow lies in those who are still with us today. Employee Retention Moving up the relationship chain is critical for organizations. A long-lasting relationship that converts to strong retention is the desired result for companies that want to sustain themselves through good times and bad. The employee relationship chain is defined in three stages: Stage 1: Share of Opportunity - Contract When a company makes an offer that is accepted by a future employee, many call it entering a relationship. In truth, it is a mere contract at this point in time, and not a relationship by any measure. The employee has entrusted the company with providing meaningful work in a secure environment. An employee orientation is conducted to assist with the transition and, now and then, discussion will be around fit, task and measures for success. MacKenzie was thrilled to receive her offer letter from the mid-size consulting firm. On her first day, they provided a facility tour and had her complete countless forms to establish herself as an employee. Then she attended a two-day workshop that oriented her to the organization. Understanding the core values and with job description in hand, MacKenzie began work. The focus at this point in time for both her and the organization is on adherence. Early conversations include vocabulary that give you an indication as to the stage in which you are such as -- She would ask, 'Tell me what to do. Tell me how I am going to be measured.' Stage 2: Share of Mind - Partnership In this stage, the employee has experienced consistency and decided there is a fit. This is achieved only if you have engagement where the company delivers what is promised especially in the way of meaningful work, compensation and measurement. You have the employee's share of mind where his/her skepticism turns to confidence. The focus at this stage is on the outcome. There's less emphasis on adherence, although it remains important as confidence can be lost faster than it's gained. Over the next several months, MacKenzie has the opportunity to visit many leaders around the firm. She hears the vision and the mission repeated over and over by everyone she meets. And, through many different conversations, she begins to realize how she fits into the organization and the importance of her role. She rapidly feels alignment with the organization and in a short period of time feels recognized for her contributions. Hence, she shifts from share of opportunity to share of mind. If you cannot shift an employee from share of opportunity to share of mind by the fourth or fifth month they will most likely leave within the first two years. Once this decision has been made by the employee you witness change in vocabulary once more. Tell me what to do makes way for Let's explore ways to accomplish this. Tell me how I am going to be measured makes way for Help me continue to grow my career. Stage 3: Share of Heart - Relationship Clearly, this is the most desirable state of the employee relationship chain. This is also a quantum leap in the relationship chain that many organizations never achieve. To get to share of mind, an organization must hold everyone accountable for its core values, they need to teach them and measure them. Leaders need to demonstrate more than just concern for their people. They need to adapt to each person's unique needs. When share of heart is achieved, the employee now views the organization and its leaders as trusted advisers. Now that the company has a share of his/her heart, both are gaining the maximum value and the employee becomes a true brand ambassador for the organization. Employees share and embrace the organization's vision, core values and direction for the future. The focus on this stage will not be so much about performing but on transformative opportunities and deep sustained impact (still the previous two stages cannot be forgotten as stages are cumulative). It is in this stage where, if the employee is uncertain about certain aspects of the business, s/he will trust the company to provide the missing pieces. In this stage, everyone has the opportunity to co-create value. At this stage, the vocabulary of the employee will be what truly is reflective of a long term, sustainable relationship -- We can do this. Let's build a plan for the future. UST Global is a mid-sized IT services firm with 7,000 employees based around the world. Understanding the importance of share of heart, their CEO, Sajan Palai, regularly travels the world, spending time with employees showing genuine interest in their current state and helping them to see a shared vision for the future. They have three simple yet profound values -- integrity, humility and humanity. Consistency in alignment to the values is seen as critical. However, recognizing that people are continuously learning, there is recognition that people need to be taught the meaning and behavioral expectations of these values all the time. We recently conducted a 360-degree assessment of their leaders and found that leaders scored very high in respect and dignity, and for recognizing the contributions of others. Both of these are critical to getting and keeping share of heart. Why all this effort? Quite simply, organizations can witness systematic geometric progression in retention of top performers by moving up the relationship chain. It means, if the initial tenure in the share of opportunity - contact stage is 'X,' the second stage can result in '2X' tenure and the third stage can result in '4X' tenure. What is most critical is how people are brought into an organization, whether or not they understand the goals and their roles in getting there, and recognizing continuing contributions. 行业动态 您可能感兴趣的文章 口头禅可能让你丢掉工作，这20个口头禅不要用在工作场合 2017-12-25 沪新医保无城镇户籍限制 对象扩至所有缴费人 2013-11-12 惠誉：财政悬崖或推美失业率突破10% 2012-11-21 最近文章 嫖娼被抓不属无故旷工，公司解雇赔4万！（法院判决） 2018年01月15日 如何判断你是否具有HRBP胜任力？

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