Employers are struggling to find profiles that match their organization’s needs. However, the study shows that in the vast majority of companies, micro and macro visions clash: where employees are more focused on the day-to-day aspects of their work, employers take a more global approach, which leads them to overlook the importance of these daily experiences.
Attracting and retaining customers: two key steps
Loyal employees on the lookout for new opportunities
Contrary to popular belief, one of the strongest emotions felt by employees is loyalty to their company, especially in Europe. However, given that over 60% of them believe that job security does not exist today, this does not prevent them from remaining open to new prospects. Worldwide, 66% of employees are actively seeking or open to a change of job.
At the same time, employers say they are concerned about the future of their employees, while reserving the right to recruit external candidates to replace them, which does not foster confidence on either side.
Don’t overestimate your strengths
European employers tend to exaggerate the impact of certain employee benefits (health cover, on-site gym, etc.). It’s not these kinds of assets that primarily influence the decision to join an organization. Employers and HR departments today need to stand out from their competitors when looking for talent.
Knowing what motivates employees
These days, work-life balance is of paramount importance. Working hours and flexibility top the list of factors motivating employees to choose a company and stay with it. Employers mistakenly think that it’s the notion of professional development that employees prioritize, whereas it’s the day-to-day environment and the work itself that are decisive aspects.
Similarly, 60% of employees said they had left a job because it had not met their initial expectations: keeping commitments and promises made when hiring helps to maintain trust.
Encouraging internal mobility
Employees are not always aware of job vacancies within their company, while their employers think they are well informed.
The black spot of talent management
An underestimated need for recognition
On the whole, employees feel fulfilled in their work, but they don’t feel sufficiently valued, even though this is a key factor in corporate satisfaction. This is largely the case in Europe, and particularly in France, where only 23% of employees feel recognized.
Even though most of them want to play an active part in their organization’s development, they sometimes find it hard to see their importance. In Europe, only 56% of employees feel useful.
Two opposing visions
The disconnect between employers and employees is mainly due to a different vision of skills management:
- employees aspire to direct, personal relationships, and find it hard to see the usefulness and fairness of processes.
- employers want to measure performance and see a return on investment.
Talent management quality overrated
Less than half of the employees surveyed felt that their company was managing its talent effectively, where employers generally think they are.
Once again, the gap is widest in France: 60% of employers felt that their company had an adequate talent management policy, compared to just 25% of employees.
According to employees, it is in the area of career and performance planning that the failure is most convincing.
Training and development: we can do better
Only 40% of European employees feel that their career development is clearly defined within their company (compared to 68% of employers).
Making business personal
Creating meaning
According to some sociological studies, work is linked to a sense of accomplishment and is an integral part of a person’s identity[2].
Fostering human links
As an aspect of loyalty, personal ties are of paramount importance to employees.
Poor relations with a direct manager can drive an employee to look for another job. Yet less than half of the employees surveyed feel a bond with their direct managers. It is therefore in the interest of HR departments to consider new ways of strengthening the links between employees and their managers.
Adopt a personal and proactive approach to talent management
The “one-size-fits-all” approach to skills management has shown its limitations. HR now needs to focus on the personal qualities and strengths of employees.
Similarly, it’s often a good idea to ask employees to quantify and specify their qualities and strengths, and to encourage them to share their ideas about the future roles they’d like to play.
Innovative and efficient technology is certainly an asset, but it’s not enough to make employees feel valued and recognized. Yet, according to the ADP study, job satisfaction is linked to all other feelings at work. In an increasingly competitive environment, proving to employees that they count and that they are valuable can make a significant contribution to the company’s bottom line.
Based on this conviction, Skillspotting’s experts can help you put people back at the heart of your company’s concerns. This is a crucial issue for tomorrow…
- ADP Research Institute®,Evolution of Work 2.0: the “me versus us” mentality: https://www.fr.adp.ch/eow-2-0/reduire-le-decalage-entre-les-attentes#c4 / http:/ /www.leslivresblancs.fr/livre/entreprise/collaboration/levolution-du-travail-20-la-mentalite-moi-contre-nous
- Neil Irwin, What if sociologists had as much influence as economists? : https://www.nytimes.com/2017/03/17/upshot/what-if-sociologists-had-as-much-influence-as-economists.html
[1] ADP Research Institute helps executives in the private and public sectors to better understand human capital management issues, employment trends and HR strategies.
[2] Cf Neil Irwin, What if sociologists had as much influence as economists? www.nytimes.com