Some
organizations can’t seem to hold on to good people. Others have waiting lists
of applicants. What’s the difference?
Money
is the first thing that comes to mind. After all, it is the most common reason
people give for leaving in exit interviews. However, it is probably not the
main reason. It is a convenient excuse because people do not want to burn
bridges, hurt others feelings, or they have difficulty expressing their
feelings of unhappiness. They probably would not have looked for another
position if they were content with their present organization. Survey after
survey shows money to be in the top ten reasons for job motivation, but it is
usually in the bottom five. So, if money is not in the top five reasons for
leaving a present position, what is?
Some
organizations foster a spirit of brotherhood that creates a good feeling of
belonging and pride. People in these organizations look forward to going to
work each morning. They enjoy bonding with fellow employees and feel a part of
a whole. IBM in its early years was this type of organization. They even had
their own songbook about the company and employees would enthusiastically sing
from it at social occasions. NASA in the early years was also a good example of
brotherhood in work. Employees took great pride in their role in placing a man
on the moon. The United States Marine Corps has an indescribable spirit of
brotherhood with their motivational drivers like no brother left behind, always
faithful, and accomplishing the most difficult tasks. They also developed a
strong sense of accomplishment by making through their boot camp.
The
feeling of accomplishment may be the strongest reason for employees to stay
with their present organization. Everyone wants to feel like they are doing
something worthwhile; that their job is important. Necessary to achieve this
feeling is to comprehend the aim of the organization and why that is important.
Proper leadership is key to creating this environment. They must create the
picture of where the company wants to be in a finite period, usually a
five-year goal. This aim must be communicated throughout the organization so
that all employees are in agreement with the aim. Communication has two components, sending and receiving.
This means that leadership must define the goal or aim of the organization, why
it is important, what it means to employees and the community at large, and why
they are important in achieving the aim. Then leadership must listen carefully
to employee feedback and be willing to accept ideas from the workforce. In this
way, they have ownership. A good aim or vision must satisfy three criteria:
·
It must be memorable. It is of no value if each
employee cannot recite it from memory. It must be clear and concise.
·
It must be inspirational. It needs to be so desirable
and important that employees want to be a part of making it happen.
·
It must be compelling. It is so powerful and
irresistible that it moves employee to action.
A
spirit of brotherhood accomplishing something deemed worthwhile by employees
will create loyalty and fulfillment in their present organization. That
overcomes temptations to move to another organization. Money cannot entice them
to give that up.