Recruiters Hate When Employers Take Care of Their Employees

custom_classifieds_12091All of us who are searching for great talent can feel the recruiting landscape becoming more difficult. Case in point, we recently started a search to fill a hard-to-find technical management position. We eagerly launched our campaign after developing a strategic recruitment plan where we engaged headhunters, large and boutique recruiting firms, tapped into our LinkedIn, social and personal networks, and posted on all the right sites.

In preparation for a slew of great candidates, we mobilized the interview troops and were ready to find our next game changer. On the Monday morning after our launch, we checked our applicant tracking system and Inboxes. What an underwhelming response! Ok, this was not going to be easy. We persevered and continued the search.

Finally, an outside agency came through and sent us the resume of the perfect candidate. (I’ll call her Jane.) Jane fit our profile exactly! We quickly set a phone call with her.

An hour before our scheduled call, the agency called. Jane had pulled herself from consideration. Of course I asked why. The headhunter explained Jane decided to stay with her current employer because the CEO and CFO approached her to let her know how much they personally appreciated her work and contributions. Then they sealed the deal with a meaningful clarification of her role, a promotion and a bump in her salary.

We had a little stretch left in our offer budget so I asked the obvious question, “What if we matched or exceeded her increase?” The agency rep confirmed what I already knew. It was too late. She already asked Jane the question and Jane informed her that she was going to stay. After all, the two most influential senior leaders acknowledged her contributions and gave Jane the recognition she needed. They went even further with designing meaningful work, promoting her and raising her salary to a satisfactory level.

I said to our rep, “I hate it when employers take care of their employees!”

Managers, HR and Leaders: We’re reminded again and again, if employers take care of the things that matter most to employees – good employees stay. Jane was ready to leave her employer. The employer intervened with the appropriate measures before it was too late.

Why employees leave are illustrated by Leigh Branham, author of “The 7 Hidden Reasons Employees Leave”. In addition to the hidden reasons, Branham describes a number of “push” and “pull” factors that are the root causes why an employee leaves. “Push” factors are related to an issue originating within the workplace while “Pull” factors are related to an external attraction. Employers take notice. The top 20 reasons listed are “Push” factors which means they are related to something that is happening inside the workplace. Factors the employer has control over.

In Jane’s case, we extrapolated that her CEO and CFO addressed 14 out of the top 20 reasons that were “pushing” her to look somewhere else. They included: #1) Lack of trust in senior leadership #2) Insufficient pay #4) Company’s lack of concern for development #6) Unfair treatment #7) Lack of open communication #8) Lack of encouragement of input or ideas #11) Lack of opportunity for training and development #12) Lack of recognition #13) Lack of clear expectations #14) Uninteresting or unchallenging work #15) Pay not based on performance #18) Lack of encouragement of input or ideas #19) Unfair pay practices and #20) Uncertainty about job.

Our search goes on.

1 Comment

  1. Ed Musgrove

    Interesting on why we leave our jobs/careers. I left one position after 26 years to take a management job that seemed to fit everything I needed – salary, benefits, location, positive employee/customer interactions. I left after a year to another job that tripled my commute, provided me no more income, a less desirable benefits package, but the people are positive and love what they do.

    It took several weeks of adjustment to realize why I left the intermediate position. The climate encouraged involvement and business improvement, but as a practical measure, my position was one of great responsibility that was not supported organizationally. I was not so important, but my management position and that of my fellow department managers are critically important to the organization’s industry reputation. Outwardly, a message encouraging employees to seek better processes. As we all know, this often requires additional staffing, realignment of workflow and competitive pay to attract and retain the higher-quality employees.

    In reality, we were constantly tasked with more and more work, our department was stretched to the point of breaking, heaped with mind-numbing responsibility for functions, but remained understaffed, under paid (for those who do the heavy lifting) and in my opinion, not taken seriously by those whose very positions as executives relied on our successes.

    The end result may be tragic for the organization, but I do not wish them ill. I left many friends behind and it was difficult to leave, but I could not remain in an environment that did not embrace the idea of safeguarding organizational product, reputation and public image as an integral consideration in all aspects of business.

    Thank you Connie, ed

    Reply

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