I was in Berlin last week, chairing day one of a HR conference on employee engagement. The quality of presentations were truly exceptional, with a wide variety of insights as HR peers shared …
In my experience of talking with more than 25000 CEOs and Senior Executives over the last 10 years through our workshops, seminars, and presentations on hiring and retention - most companies in the sub-$100 million level don't get retention.
I'd have to say it's probably less than 1% of all companies in this category. A few do it very well and most stink at it. Why is there such a poor adoption of employee recognition and engagement programs?
1. Even though the research overwhelmingly supports things like employee recognition, most CEOs put it at the bottom of their list of HR/Culture initiatives.
2. There is an arrogance coming off this last job market recession that our employees should feel lucky to have a job with us - why worry about things like recognizing them.
3. Most CEOs and Senior Executives are very task oriented and focusing on the people oriented side of their business - things like having empathy for their employees regarding their need for recogition is foreign to them.
4. Managers and Executives are not compensated or measured on their ability to drive employee satisfaction, retention, or engagement. If I don't get compensated on it, I'm not going to spend time on it.
Barry Deutsch
IMPACT Hiring Solutions HIRE and RETAIN Top Talent
Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent
Hiring top talent is only the start. Now you have to work hard to keep your very best talent. Most companies stink at structured and systematic retention of their top performers. Discover how to prevent turnover and keep your best people.
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16 Strategies for Scaling Company Culture from Growing Companies Scaling company culture as a business grows presents unique challenges that require intentional strategies and clear frameworks. We asked industry experts to share how their companies ensure that culture is scalable as they grow.
Great article on best practices in executing on driving culture and values as your grow your company. Many CEOs look at culture and values as soft and squishy issues that take a backseat to more important issues like getting sales or hitting financial objectives.
The reality your culture and values drive motivation, effort, impact, and desire. They make a difference in whether you are able to attract top talent and keep those great people. Number one reason outstanding performers leave is that your culture and values are either horrible or non-existent.
When are we going to realize that creating and executing on culture and values is what drives above average success?
Why declining quit rates may hide workforce issues. Learn how stability masks disengagement and burnout—and what CEOs must do to retain top talent before they leave.
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Employee retention is an organization's ability to keep its current employees and reduce unwanted attrition. Here are 10 strategies that actually work.
The world of work has changed more in five years than the previous 50. Discover 69 employee experience statistics that reveal the impact of these changes.
Margins seem to be getting tighter every year. Customers expect more, complain faster, and switch providers without blinking.In service-based businesses, the...
Culture eats everything - process, strategy, tactics. If you have a great culture - it's easy to attract top talent, management is simple because of the level of discretionary effort shown by employees - initiative, proactivity, self-motivation - and for every percentage improvement around employee engagement with your culture - it has a dramatic impact on customers. 1000s of studies have proven this to be true.
So why do I find through my Talent by Design by Practice that most employees indicate their true company culture is either negative or missing - there is no real culture - it's more of an extension of the negative behaviors of the CEO.
Small investments in making your culture a living - breathing - evolving element of your company - can have a significant impact on talent and customer acquisition and retention. Why do you most companies treat culture like it's after-thought and might happen magically?
Explore current employee engagement trends to foster a motivated and productive workforce. Get the insights you need to drive success in your organization.
In the modern hybrid workplace, successful entrepreneurial leaders must prioritize empathy and intentional strategies to build diverse teams and foster genuine connection, ensuring that flexibility does not lead to employee isolation but instead strengthens company culture.
Braden Kelley is a popular innovation keynote speaker creating workshops, masterclasses, webinars, tools, and training for organizations on innovation, design thinking and change management.
Employee disengagement is more than a morale issue—it’s a signal of leadership misalignment. Learn how Creative leadership can transform silent feedback into renewed engagement and purpose.
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In my experience of talking with more than 25000 CEOs and Senior Executives over the last 10 years through our workshops, seminars, and presentations on hiring and retention - most companies in the sub-$100 million level don't get retention.
I'd have to say it's probably less than 1% of all companies in this category. A few do it very well and most stink at it. Why is there such a poor adoption of employee recognition and engagement programs?
1. Even though the research overwhelmingly supports things like employee recognition, most CEOs put it at the bottom of their list of HR/Culture initiatives.
2. There is an arrogance coming off this last job market recession that our employees should feel lucky to have a job with us - why worry about things like recognizing them.
3. Most CEOs and Senior Executives are very task oriented and focusing on the people oriented side of their business - things like having empathy for their employees regarding their need for recogition is foreign to them.
4. Managers and Executives are not compensated or measured on their ability to drive employee satisfaction, retention, or engagement. If I don't get compensated on it, I'm not going to spend time on it.
Barry Deutsch
IMPACT Hiring Solutions HIRE and RETAIN Top Talent
http://www.impacthiringsolutions.com/blog
Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?
http://www.impacthiringsolutions.com/hiring-managers/hiring-products/our-award-winning-book/a-digital-ebook-version
Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent
http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about