✅ The One Thing Outstanding Employers do differently‼️

As I stumbled upon this job posting, something within me sparked.

 It wasn't just about landing a dream role with a renowned brand; it was the promise of an environment where personal growth and respect intersected—a place where eternal learning was perpetual.

As I perused the job description, it struck me how perfectly it aligned with everything I had studied at university regarding motivational theories, human psychology, and the principles of fostering human-centered organizations.

In today's competitive landscape, such promises seem commonplace in employer branding. But what truly sets exceptional employers apart is their ability to turn words into action.

The subsequent interviews solidified the fact that it wasn't merely lip service; rather, it reflected a sincere dedication to cultivating talent and fostering human development.

And that's exactly how it played out: This was 33 years ago, and I remained dedicated to my initial company assignment for a fruitful eight years before embarking on new opportunities.

Fast forward to the present, and we find ourselves amidst a landscape where job-hopping has become increasingly prevalent. 

According to Gallup, engagement levels in countries like Germany are at an all-time low, with a significant portion of employees actively seeking new opportunities within the first year of employment. Here are the facts from their actual report:

• 50% are seeking new job opportunities. 
• 40% are seeking new job opportunities within just one year of joining a new organization.
• Only 14% are highly engaged at work.

Similar figures hold true for the UK, Netherlands, and the US.

Sure, the option to work remotely and the shrinking labor market, coupled with the baby boomer generation entering retirement age, undoubtedly play significant roles.

But why do some companies weather this storm while others flounder? Let's dive deeper and find out about the major difference.

The first hurdle organisations have to take is what I call the magic 3. These are essential pillars that must be firmly established and effectively communicated to attract and retain the talent your organization desires:

1. A meaningful, purpose driven business model. 
2. Competitive salary package aligned with industry standards.
3. A compelling direction and vision for the future.

While many companies strive to meet these fundamental requirements, it's important to recognize that they alone may not suffice. 

To avoid being impacted by the concerning Gallup statistics mentioned earlier, organizations must go beyond these basics. 

Having worked with thousands of individuals over the years, I've come to realize this: 

People don't leave companies; they leave their level ups! 

At the heart of this exodus (80% or more of all cases) lies a leadership problem! Employees are drawn to the organization and leave due to dissatisfaction with their immediate supervisors.

Outstanding employers tackle this leadership problem by investing in comprehensive training across three key areas: 

A. Self-Leadership:

Empowering every individual within the organization to take ownership of their actions, thoughts, and emotions. 

It's essential to recognize that if employees exit due to their superiors, it may not necessarily indicate faults on the part of the level up; rather, it could stem from a distorted perception by the employee and therefore is a self-leadership topic.

B. Leading Others: 

Cultivating socio-emotional intelligence and effective communication skills, particularly within leadership teams to foster productive collaboration.

C. Implementing Leadership Principles into the organization: 

A and B already add a great deal. However, the real difference comes to fruition by integrating leadership standards into the fabric of the organization, from evaluations to compensation systems.

I have a fond memory of parting ways with my first employer after eight rewarding years. Our farewell was punctuated by a sincere conversation where the then CMO expressed genuine interest in understanding my reasons for departure. 

By the way, if you're a senior leader looking to gain insights into your organization, I highly recommend conducting exit interviews.

I told him that I felt deeply valued in my role and as a human being throughout those years. However now it was time to onboard experience in a different company that put forward an irresistible offer. 

We parted with looking into each other's eyes and genuinely thanking each other for the fruitful time we spent together. A beautiful moment.

If you've made it this far, chances are you've encountered the impact of exceptional employers or the exact opposite firsthand. 

Please, share your experiences and insights to delve deeper into the patterns that define truly outstanding leadership in organizations.