The savage markets’ appetite for corporate indicators is insatiable. Corporate leadership, fully loaded with stock-performance-based plans, is in need of continuous positive news that have an immediate impact on the bottom line. More often than executives would like, though, short term materialization hinders larger net value opportunities and long term growth.
In discussing the Holistic approach to Talent Management with an HC leader of a global corporation with local HQ in Spain, we would agree on the classical benefits of a strategic HC retention line of work, based on employee engagement and enthusiasm, and its substantial impact on the bottom line in the midterm. “But today -she was saying- publicly traded corporations cannot wait for the midterm returns and demand immediate impact, and that has an erosion effect on our human resources”.
HC leaders are worried because corporate leadership decisions are affecting the real most valuable asset of any corporation, the people. The decisions that are being taken in line with leadership directives are resulting in unkept promises, unmet expectations (to clients, providers, employees) and sometimes- unethical behaviours too. An Immediate consequence is the erosion of your core asset (people); it puts them at the verge of ethical dilemmas that may result in the loss of the enthusiasm, engagement in the project … just letting go of the company load. “Is this the company I want to work for?”- is on their heads.
When a professional decides to lets go … there is a difficult and expensive way back. The professional will still be at the right level of attitude and work dedication, “but something is broken inside … and the engagement is gone” would agree the senior HC leader.
It’s not easy to navigate short-term results pressure and mid-term investments, value, growth… but Survival of the corporation is what is at stake here. When was it a bad decision to invest in your best talent and keep them engaged?
Comments, thoughts?
Jordi Gili
