Talent in Companies
There used to be a long-term economic and psychological pact between employee and employer that guaranteed lifetime employment in exchange for lifelong loyalty; this pact has been replaced by a performance-based, short-term contract that’s perpetually up for renewal by both sides.
As an individual professional, you aren’t wild about pledging lifelong loyalty to a single company because, thanks to LinkedIn and other services, you can more easily locate new opportunities and you can more easily be found by recruiters and companies. The grass is always greener on the other side; now it’s easier than ever to see that grass, and chase it. Companies, as a result, don’t want to invest in training and developing you in part because you’re not likely to commit years and years of your life to working there — you will have many different jobs in your lifetime.
In the Start-Up of You, we talk about how individual professionals should manage and invest in themselves in light of this more fluid relationship with employers.
But how should companies think about the implications of these expectations? How do companies think about HR and retention? If individuals live the Start-Up of You, it means that if you have 500 employees you do not have 500 individuals ready to be subservient and loyal for life; rather, you have 500 businesses-of-one who are leasing their talent to you at this point in time.
Instead of denying the job-hopping, opportunity-seeking ways of young talent today, it seems wiser for companies to face the reality and embrace it. Help employees develop transferrable skills. Help them build the start-up of themselves. And be very explicit with new hires about the expectations: “We expect you to give us a really strong tour of duty for 2-3 years. When you leave, we expect you to be part of our corporate alumni group. We want you to be part of our corporate alumni network. We want you to help recruit new employees. We want you to be lifelong ambassadors and evangelists for our products and services. But we know you’re super talented and will come upon many other career opportunities while you work here. We know your tenure at the company may not last more than a few years.”
Essentially, try to retain employees for as long as possible, but be frank about their likely brief tour of duty, and be clear that you expect them to be active corporate alumni members for the years after they leave the company.
Talent in Countries
Elites of troubled or poor countries ask themselves: “How we keep our brightest young here? How do we get them to build companies here, be part of the local workforce, and (re)build the local economy?” In Greece, this was the question elites in the country were thinking about. I just returned from a few days in Morocco–it was a huge topic of conversation there, too.
Usually, elder elites appeal to youth’s sense of nationalism / patriotism: “You’re Cypriot. This country raised you. Stay and help grow your country.” Or, as I suggested to some Greek entrepreneurs during my trip there, governments could appeal to the business opportunities associated with societal problems–many problems means there are many potential solutions. Trash collection has become impossible in Athens due to protests; perhaps the wealthy would pay for a private trash collection service?
But if they’re honest, older government officials and businesspeople know that for the average 18, 19, 20 year-old in Cyprus or Morocco there will, on average, be more professional opportunities abroad. Government officials fear that if they acknowledge this fact publicly, talented youth will flee. The problem is, they’re going to flee anyway, or at least try to, because they see the economic dynamism abroad. They watch MTV Cribs.
So here’s a radical view: government and business elites in certain poor/developing/troubled countries should explicitly tell their most talented youth to go abroad. Indeed, help them to do this–pay for it, even. As part of this, forge with them a new social contract. Have them sign a document stating their expectation to return after 5-10 years. When they return, they can share what they’ve learned abroad and infuse their native culture with the attitudes gleaned from the cultures in which they spent their 20′s. Plus, chances are they’ll be even more patriotic upon return. Spending time abroad can remind you how Moroccan, or American, or Greek you really are. You realize how many of your habits are cultural; you feel more affinity for your native culture.
The big difference, of course, between the company example and the country example I’ve mentioned is that once an employee leaves a company, he isn’t likely to return again later, whereas for countries, the point is the emigrant will one day return. But maybe this could be made parallel as well. Bain & Co. and McKinsey famously invite ex-employees back after they’ve gained additional experiences elsewhere.
Bottom Line: Talent seeks opportunity. With opportunity increasingly visible and accessible, talent is moving around more and more. Poor countries should relinquish the idea that they can hold onto all their best young people; instead, send a high profile number of them abroad, and get them to commit to return home later. Company executives, similarly, should relinquish the idea that employees will profess long-term loyalty to their corporation. Instead, they should be explicit with employees about signing up for a tour of duty for a period of time and, from then on, remaining an active ambassador and recruiter for the company as part of the corporate alumni group.