What if your organization established an environment where workers felt connected to each other and the work?
It starts with putting the values and vision of the company into words, so there is a clear picture of how a worker will experience those values on a daily basis. This manifesto should be thoughtful about the full life cycle of an employee, from the time the worker comes in for the interview through the person’s departure.
Think of how nice it would be to work for a company that acknowledges that there will be an end of the road. After all, not everyone will become an executive. People will top out at a certain point and will want to pursue a different challenge.
Most companies act angry when a worker decides to depart, even though the worker has been doing the same job for ten years without any promotion. A company that acknowledges the end at the beginning is more likely not only to help workers achieve their goals but also to have workers who are more engaged during their time with the organization.
Take the example of the consulting firm McKinsey. Upward of 75 percent of senior partners leave to become corporate executives.
McKinsey accepts these departures as a badge of honor, a sign that the company’s culture produces some of the best in the field.
McKinsey accepts that employees view the company as a stepping stone, and because of this reputation they’re able to recruit top-level talent who will work their tails off to get that next great job. That's an acknowledgement that engaged people work toward their goal, even if they leave an engaged workplace to pursue it.
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