It’s shocking news for Robert, the HR director of a large mid-sized company with 650 employees. John B., the head of sales has quit after many years of successful work.
Robert thinks about the last year to recognize the causes. He never had the feeling that especially John would leave the company.
By salary measures he had shown him again and again recognition for his results.
Increasing Employee Attrition Rate
But John B. is not the only case. The employee attrition rate has increased in recent years and finding good employees on the open market is not easy these days.
Robert asks himself what might drive the employees to leave the company.
It does not leave him in peace. In the evening he researches the Internet, to find out how other companies find, develop and – even more important – how they keep their talents. He comes across a very interesting article from the Talent Management Academy.
Emotional Connectivity as Solution
It says that the emotional connectivity of employees with themselves and with the company will be the key success factor for companies in the future. „Less sick leaves, less position replacements and keeping knowledge and expertise within the company are key“ is outlined on the website.
Emotional connectivity? Robert wonders what the Talent Management Academy exactly means by that. He is thinking…”how do emotions fit into a contemporary business environment these days?” What are the factors that tie employees to their company? In his view, it is those classical pillars like vision, stability, corporate culture, team, career opportunities and of course compensation.
But how exactly does this emotional connectivity look like?
Targeting the Value System of Employees instead of Behavior
He decides to call the Talent Management Academy in order to get a clearer picture of the concept.
The phone call takes longer than expected. And, this phone call changes something fundamentally in his thinking.
He hears something about the logical levels according to Robert Dilts´ pyramid, an essential foundation for human learning, behavior and change. His counterpart also asked him about the values and beliefs that truly guide the company today. He realizes that people are only able to put their abilities into behavior when their values and beliefs are in real sync with it.
He had never thought about these contexts. But they seemed to be logical to him.
Reflection as Door Opener
Robert tries to reflect on how his company interacts with employees and what types of values are being lived. He quickly realizes that it is primarily the level of behavior (target achievements, KPI’s, budgets, employee’s appraisal) by which the organization is trying to steer their employees. Sure, the company has produced a written vision & mission statement, but the values that are actually practiced are a lot different from that.
Robert begins to understand that the problem might be located at the level of values. Employees do have a different value system and feel little or no emotional connectivity with their company. Even attractive salaries will not be able to change this.
Paradigm Shift in Leadership Culture
Instead the emotional attachment of talents to the company seems to be the decisive key success factor regarding a satisfied and effective organization. After this phone call Robert realizes that he faces a major challenge as head of the HR department and that he can only manage it with a sustainable change program, especially at the level of leadership development…
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