Nhân viên lâu năm nghỉ việc vì những lý do gì?

I wrote an article on LinkedIn a few months ago as an experience outcome. Let me paste that here, for reference.

1. Hire for passion and not for talent

Passion fosters progress. If to be hired candidate truly enjoys the work that he/ she do in the current company and wants to move because of growth reasons, hire them. Talent is, in all ways, can be developed within an individual. However, passion cannot be cultivated in that way. If you have found a passionate applicant with talent placed at second level, hire them immediately. They will not only enjoy the work that they do, but also make the environment more contagious with energy thus making more engaged work force. Employees who are passionate about their work do not keep the traits within them and cherish the fruits of it. They usually make the success mantras open and envisage others to follow if they require. Employees around such energy magnets will work harder to become at par with them which will inevitably make passionate people to learn, share and grow more.

2. Give responsibility to the individual than taking the freedom

As famous quote from Steve Jobs says "It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do". Always create an environment that is conducive for innovation. High Potentials make more output than rest. Nonetheless to say, it comes with both success and failure attempts. HiPos inherit self-motivation as one of the traits. The only area that the organization may need to work upon is make the environment conducive to accept failure attempts and allow them to move on with additional support. With more power comes more responsibility and vise-versa is also true. More responsibility gravitates High Potentials and keeps them focused leading to more engagement and stickiness to the organization.

 3. Make clear demarcation with other employee

It is always safe to make transparent demarcation of High Potentials from other employees. Tangible and intangible things for High Potentials can be set at different. It need not be orchestrated, however it can be gamified in such a way that the message to other employees of the organization is that there is nothing to hide. Pinnacle percentage of work group possesses certain additional items apart from rest since they produce results and make remarkable results to thyself and the organization on the whole. Take for example, in a sports team, two mid-fielders playing in same team need not be paid same cost to play for contract signed period. Star player gets $1,000,000 and average player takes home $75,000. It always the performance counts and shouldn’t such performers be differentiated from the rest?

 4. Panel of members from team, HR, cross-team and Senior Business Leaders who they would interact with

Money alone will not motivate employees. Keep finding ways with which to motivate High Potentials with more challenging roles, training, certifications, responsibilities, business meetings with Senior Management members and more. Optimised interventions will make the journey more interesting for the High Potential employee and also for the team that is handling such resources. Everything must be written, agreed and then executed by the team that handles such resources. Also, respective Manager of the High Potential must also be trained on how to manage such volatile resource that possesses more potential in their career than they do. This will allow the Manager to communicate the growth plan to the High Potential effectively well and be in the groove to bring the best in the High Potential.