No Talent, No Motivation
Pretty much every company we have talked to over the last 24 months about Somewhere have the same lament: They crave digital talent, they struggle being legacy companies not known for being cool places to work, and they know that even if they get a chance to pitch the talent they want, they loose them in the process.
They loose them by not being organised in a way that reflects the way the world now works. Many have flexible work arrangements, for example, but everyone has a ‘but’, which is ‘but’ managers direction (orders) to be followed.”
The digital transformation companies are often embarking on, oddly forgets that the talent that has to take over once the consultants leave are not looking and are used to live in a different world.
A recent survey (can’t find the link) something like ¾ of c-suite leaders said the talent at their companies was not, NOT, connected/reflective of the business strategy they were pursuing. In other words, the human capital is not pointed in the same direction and the invested capital. That blows my mind.
But, of course, I understand that changing your human capital is infinitely more difficult than changing focus of your investment capital. So, what do you do?
You upgrade what you have, you use external temporary resources, you replace what you have, you buy groups of people through acquihires, and eventually you make out okay. It takes time. During which competitors and smaller, newer, companies might take share (and glory).
Motivating digital talent
Another conversation we have been having is keeping employees motivated. Especially young, digital talent.
It goes a bit like this: “We don’t understand: They join us, we give them cool tools, great offices, they can work from home, we give them benefits, and we make a plan for them to develop over the next few years…”
Screech, …next few years…. therein lies the problem.
They are not looking for a plan for the next few years, they are looking for a plan for NEXT year. You, Mr/Mrs HR might not think they are ready at that point, and you might be right, but they think they are and they want something new then.
One client said: Roughly 2 months into their jobs is when our youngest employees start looking for their next job (as judged in exit interviews). 2 months! This happens because companies sell the dream, but can’t back it up once the talent arrives. To the detriment of both.
The answer to both questions/problems is: Do it on their terms.
That makes most companies uncomfortable, “how do we know they will do the work?” (trust them - you hired them, and besides everything we do is electronic, so you have records of everything anyway?), how do we manage them? Who says they need active management? How do we train them? No, worries, they will ask for help, courses, skills they might need. How do we mentor them (nothing wrong with a coffee every once in a while or even on schedule).
It might seem like I am simplifying the issues. And I am. They are simple. Give people freedom and responsibility for their actions. And good things follow.