Organisations invest heavily on finding brilliant new recruits bursting with enthusiasm and potential, ready to make their mark.
A year later, what’s the story? Do they have a loyal team, committed to the company, building a successful future. Or, has the experience been a big disappointment, a hard slog that has left those with the most potential wondering whether they’ve made the wrong decision?
It is possible to have a fully engaged team that is engaged and thriving. But it doesn’t happen by chance. Organisations that are serious about keeping their top talent need to think about these 3 things:
High potential young people want to know they are trusted and valued. Managers who can position themselves as coaches and partners will earn their loyalty.
Space to innovate
Young talent wants to create, not just follow. They won’t always hit the mark but when they do, allow them to make a real impact. Organisations that listen to their ideas, and give them space to be heard will foster real loyalty.
A culture of constant growth
Top performers don’t rest on their laurels – they want to keep growing. And, it’s not just technical skills that interest them. They are interested in building their whole lives. This means learning deeply personal skill, and real expertise in critical areas. Organisations that enable this will earn their commitment.
Ultimately, high potential young people will build their future with the organisations that are prepared to invest in a long-term relationship with them. And these are the organisations that will enjoy the resulting success.
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The game of doing the right thing on the surface, whilst at the same time making your real feelings perfectly clear, is as common as it is destructive.
Susan regularly lied to avoid conflict or disagreement. ‘Not really lies at all. Small lies to avoid disappointing people’.