Every combatant in the War for Talent is by now familiar with the New Economy-style battle plan for unearthing, signing up and holding onto first-rate people: Pay them scads, but remember money's not enough. Let 'em wear whatever, whenever! And don't skimp on those bonuses and stock options! Shower those sales-folks with big bucks, banquets and top-shelf trips to Tahiti!
O.K., let's take a breath here, shall we? In an effort to rescue the smart thinking from the cheese-ball tactics when it comes to recruiting and retention, I returned to these wise words from former Citicorp Chairman Walter Wriston: Intellectual capital will go where it is wanted, and it will stay where it is well treated. It cannot be driven; it can only be attracted.
Warriors push and plunder; attractors pull and magnetize. Top-notch people will be drawn to you because you've shown that you're drawn to them, not because you've twisted their arms. So if it's talent you yearn for, forget that battlefield imagery and join ranks with Wriston's camp. Here are six simple rules that can mean the difference between creating a revolving door or a recruitment and retention strategy that actually works.
Clean up the bathrooms. The quickest route to recruiting oblivion is a lousy loo. If that room isn't clean as a whistle, if it's charmless and nasty, then all your fine words about your most important assets are sunk. Lackluster lavs signify disrespect in a fundamental way. If you value your people, you'll show it with every flush.
Welcome weirdos. Once, on a flight from Dallas to Los Angeles, I sat next to a geeky guy in sweats, mismatched socks and goofy glasses. He was reading The Bridges of Madison County and he was bound for a series of job interviews. I don't know who was smart enough to grab him, but I like to think somebody was. Creativity trumps consistency, so make room for the ones who don't come in predictable packages.
Get rid of the stuff that sucks. When the chief executive of a little consulting practice noticed that his revenues had grown to $250,000, he thought he had better form a real company. So he created a list of stupid practices he swore never to follow. That list was labeled Things That Suck, and included playing keep-away with the financials, rigid dress codes, sending only the top sales honchos on exotic trips and traditional performance reviews. Five years later, sales had topped $3 million and only one employee had left the company.
Consider your culture. This is not about pricey perks and free chow. More important than what is on the menu is giving people a chance to grow and a way to affect where the business goes. If you can create a place that's consistently engaging and memorable, make someone feel like they're making a difference, that's the whole enchilada right there.
Think total immersion. Don't think about filling a job slot. Instead, pour yourself into creating a cohesive, wall-to-wall experience that employees can't find anyplace else. Aim to make work so irresistible that it would be impossible to recruit anybody away.
Let the sunshine in. Dull, dreary workplaces sap enthusiasm and energy from otherwise spunky folk.
Want a lively operation? Guess what: It starts with you.