Building Human Capacity

We know why employees leave, but why do they stay?

We all know why people leave organizations, right? The top reasons why people leave include: poor leadership, lack of recognition, no sense of community, feeling burned out, or to pursue new career opportunities. Very seldom do people stay with their jobs to get their anniversary pin, nor do they generally leave for money or job titles.

The “Great Resignation” is clearly underway! Whether driven by COVID-19 and the new work place, low unemployment, or the desire to retire, there has been an accelerated rate of employee turnover. 

Building human capacity in organizations starts with building strong individual contributors and resilient teams. Individuals perform better in teams when the team is performing at a high level.

So, if you are managing a team and you want to build durable human capacity, ask yourself these five (5) questions:

Am I a good manager? Flat out, most people leave their job because they don’t like their immediate boss. You should be clear with assignments, support your employee in achieving those assignments and communicate the overall ambitions of the company and how they fit. Check your behavior and be sure you are acting consistent with what you expect from your team.

Have I created a strong collegium for my employees? How many times have you heard, “I really like the people I work with, but I hate my job.” Creating opportunities for your team to interact, share ideas and build relationships will give your employees a better sense of belonging. Think of routine team building events/activities that allow your team to build professional and personal relationships with their colleagues.

Do we do meaningful work? Today, even more than ever, people are looking to follow their passion. Many professionals are starting their own businesses, joining the Gig Economy, or looking to companies with strong environmental or socially conscience missions. Your company “does what it does” and you may not be able to change that.  However, you can engage your employees in meaningful work, work that will challenge them and contribute to real results in your company.

Do I recognize my employees? All your employees should feel fairly compensated, but they should also be recognized for their accomplishments. Rewarding someone with money can be complicated. Recognizing someone is simple! As a manager you can easily give a “job well done” or “thanks for your hard work” to those employees who deserve it. However, the most powerful recognition is from their colleagues. Create a culture that encourages recognition from team members to team members.

Do I provide career growth opportunities to my employees? Employees are most effective if they feel like they are in a role and with a company that aligns with their career aspirations. Employees progress through a career lifecycle and it is important for you to understand where they are in their career lifecycle and how you can help them take their next step. Take every opportunity you can to discuss with your employee their career ambitions and work with them to create a career plan that challenges them and advances their career.

Building human capacity begins by building strong individual contributors and resilient teams. Employee retention is critical to a company’s ability to grow and sustain the business. As a manager, reflect on how you behave and what type of culture you establish for your team.

See more career advice in “Own Your Career-No One Else Will”, by Paul R. Goudreault. Available on Amazon and at your local book store.