2024-01-19 20:13:48
In a recent survey carried out by the McKinsey consultancy, more than 50% of professionals consider their productivity to be low. The study interviewed more than 15 thousand professionals from all over the world with the aim of understanding how they evaluate their productivity. Understanding what’s behind this is not a simple task, even before hybrid models are here to stay. To exemplify the lessons learned, the researchers highlight two groups within this population that is not very engaged with work: A) dropouts and B) disruptors.
Group A, of dropouts, brings the archetype of those looking for the first opportunity to change jobs. Interestingly, they have enormous potential and have high professional self-esteem. Because they recognize their talent, they feel ready to move on to a better position. Within this group, as Angelika Reich, leader of people and organizational performance management at McKinsey, comments, every effort towards retention is valid. She highlights that companies can start with the basics to retain them: a good compensation package, in addition to the constant offer of new responsibilities. The most important thing, however, is for managers to get involved, as professionals can choose to rely on the direct leader rather than the position, company or other factors.
Leavers do not care about the stigma surrounding those who spend little time at a company, and understand that a dynamic and varied experience strengthens their professional repertoire, generating value in their career. One conclusion of the study, in fact, is that high-performance talents are more likely to change. But how to identify them? Here, the key piece is the manager’s vision. Organizational consultant Aaron De Smet, from the Change Leaders Forum and the Organizational Agility Forum, gives the tip: talk and have a relationship that asks simple questions (Are you feeling good here? How are things at home? How is that project of yours going? ?). In many cases, by listening carefully, the answer will be there.
Group B, the disruptors, is represented by a profile that negatively affects everyone around them, because they are committed to deactivating any sign of initiative and high performance. Generally, they have low professional self-esteem, are insecure and want to attract more people to their side, disguising low performance in climate crises. They are focused on undermining, resisting changes and all attempts at improvement and innovation, certainly because they do not believe in themselves.
In these cases, De Smet reinforces: it is necessary to invest in the possibility of a change of attitude. Trying to rescue them can turn them into good allies. However, if it doesn’t work, don’t hesitate to fire them, as, in addition to ruining the organizational climate, other employees could be infected. In short, until a new technology is invented, the most advanced and necessary tool for identifying and retaining talent is, and will continue to be, good old dialogue – preferably sincere.
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