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Ok, so it's not quite Sensory Emotions - but it's really interesting anyway :)
Have you ever noticed leaders spend a lot of time talking about talent, only to make the same mistakes over and over again? Few things in business are as costly and disruptive as unexpected talent departures.
With all the emphasis on leadership development, I always find it interesting so many companies seem to struggle with being able to retain their top talent. In today’s column, I’ll share some research, observations, and insights on how to stop the talent door from revolving.
Ask any CEO if they have a process for retaining and developing talent and they’ll quickly answer in the affirmative. They immediately launch into a series of soundbites about the quality of their talent initiatives, the number of high-potentials in the nine box, blah, blah, blah. As with most things in the corporate world, there is too much process built upon theory and not nearly enough practice built on experience.
A great reminder for Leaders and HR Departments everywhere.
Retaining good and talented employees requires maximizing their full performance potential. This is not only good for employee retention, it is also good for the overall performance of the organization.
This article makes some great points about why people leave organizations.
It all starts with establishing and communicating an organizational culture, then hiring people who fit into and will perpetuate the culture. This is only possible when leaders have a solid understanding of what motivates and what demotivates their people. Without this understanding, it is nearly impossible to get the most out of people.