Remember the first season of The Apprentice? A bunch of people gathered together to learn from Donald Trump as to how to be successful (dysfunctional) business people. It was a hit and we were glued. And the main push for each “employee”? Money.
Set aside time to sketch out the framework of strategy around talent management. Consider opportunities to influence recognition and purpose. How can employees have some input in these areas? Generate buy-in through inclusion. Ask for ideas around efficiency and then recognize those great ideas.
But the second issue could be the executive team. You may be on point with the planning component and put together a framework, but when you presented it to senior leadership, they said “oh, thank you.” And after that, it went to the bottom of a pile never to be shown the light of day again. So, what to do? Build a business case. Use real numbers around engaged employees versus non-engaged. Use benchmark data to show stats behind your perspective. Make it real to the bottom line.
Measure what productivity has been like over the past five years. Is it down? Up? Why? Just lucky? More demand? Great talent? How do you know? Answer those questions and you can start to lay a foundation for the business case.
Let’s be deliberate in our business partnership in this arena. We know what is ultimately driving employees and money is not the top answer. By the way, I am not saying it doesn’t matter because it does (it kinda helps to be able to pay your mortgage, you know?). However, from a percentage standpoint, we spend more time on comp analysis and related issues than we do running after the real top answers. Money is important, but it is not the primary motivator. We know it so let’s act on what we know.