Robert Albright

January 2010 - The Public Manager

The U.S. Bureau of Labor Statistics (BLS) recently reported that more than one half of the union members in the labor force work for government. In fact, 41.1 percent of the government workforce is represented by unions, compared to just 8 percent in the private sector. In the nonpostal federal serv...

Linking Labor-Management Relations to Improved Agency Performance

This article focuses on Robert R. Blake, a pioneer in the field of human resource development. Blake published some 45 books, 115 chapters in anthologies, 214 articles, and half dozen monographs stretching back to 1945. But Blake is best known as co-founder of the renowned Managerial Grid Theory, a leadership theory published in 1964 that remains core reading for any MBA candidate. His work started at the University of Texas in Austin, where he received his PhD in 1947, and led to a postdoctoral Fulbright Scholarship that took him to the Tavistock Clinic in London, where he spent time studying psychoanalytic group dynamics. For Blake's second career, he formed Scientific Methods Inc. in 1961 with long-time collaborator Jane S. Mouton. Together, they co-authored nearly 140 articles and several books, including "The Managerial Grid."

Robert R Blake 19182004

In today’s employment market, where demand for talent outweighs supply in many industries, managers must work harder than ever not only to recruit and hire talent, but to retain them as well. Skilled workers have plenty of opportunities in this growing economy, and there’s pressure on companies to avoid losing top performers to competitors who offer a more enticing sign-on package. Job hopping, once seen in a negative light by both employers and employees, is gaining acceptance—especially in sectors like IT and among young workers. According to a recent Accountemps survey, 57 percent of respondents age 18 to 34 said job hopping was beneficial to their careers. Among those who said changing jobs frequently was an asset, the reasons cited were:earn higher compensation (31 percent)gain new skills (30 percent)experience a new company/corporate culture (18 percent)move up the career ladder faster (14 percent)multiple employers look better on a resume (7 percent). In this light, a solid retention plan is your best defense in today’s challenging employment market. Here are five ideas to keep your best and brightest. **#1: Strengthen Recruitment**Past performance is a good indicator of future results. This axiom may not be true for stock prices, but it is for talent management. Therefore, before extending a job offer, it’s crucial to determine whether applicants are a good fit and have staying power. If the applicant’s resume includes several short stints, one of your interview questions should be why they left those previous roles. Are they easily bored? Do they have a poor work ethic? Is there a disconnect between their expectations and the realities of any position? But don’t forget the positive side: Job hopping can indicate ambition and drive, especially if their work history shows increasing levels of responsibility.#2: Be GenerousEmployees know what they’re worth, and they want to be fairly compensated. When creating a retention plan, think bonuses and incentives, profit sharing, and regular merit raises. Organizations can consult Robert Half’s salary guides to make sure they offer competitive pay and employee benefits. However, if top performers tell you they’ve accepted another job, making a counteroffer is not a good retention strategy. Unless their sole reason for wanting to leave was dissatisfaction with the salary, throwing more money at them will not resolve the issues that made them look for another job in the first place—and may just delay the inevitable. #3: Invest in Your TeamWhen employees feel their careers have stagnated, they’re more inclined to leave. A big part of job satisfaction depends on how much progress they feel they’re making. You need to help your staff find meaning in their tasks and validate that their work makes a difference within the organization.Another way to increase engagement and improve retention is to show employees that they have a clear trajectory within your organization. Make career path discussions part of check-in meetings and performance reviews. Be sure to promote professional development opportunities as a way to acquire the technical and soft skills to move up. When employees see that they’re not in a dead-end job and that management is invested in their future, they may be more likely to stay for the long haul. #4: Be a Good BossIt’s hard to leave a boss you like and respect. Good staff management entails honest communication and an open-door policy. Employees should feel comfortable coming to managers if they have a problem, feel dissatisfied, or are bored or overworked. Employee recognition goes hand in hand with good communication. Be sure to praise your staff’s accomplishments and celebrate wins as a team; group activities promote bonding and build loyalty. **#5: Know the Signs**When employees are gearing up to change jobs, they may lose interest in their current work. Because they have an exit plan and are not as worried about impressing management, you may notice that productivity dips, breaks become longer, and communication lags. If you see those signs, weigh the costs and benefits of re-engaging these employees versus hiring replacements.  If they do leave, be sure to have human resources conduct exit interviews. This kind of honest feedback, both positive and negative, is invaluable in strengthening your company’s retention efforts. Bottom Line Recruitment is expensive and time-consuming, and a rotating door of employees is disruptive to your staff’s productivity. Even though job hopping is becoming more acceptable, you can reduce turnover by ensuring staff are well compensated, find meaning in their work, feel appreciated, and know they have a future in your company.

Robert Albright

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