In her article, Ms. Ciccarelli addresses the topic of the year:  What happens to top talent when the recovery gets into full swing?  She sought to answer the question with stories from how the nation’s largest companies are coping with this challenge.

First, consider the potential problems for companies based on the Aon Hewitt Engagement 2.0 Survey last August:  24% of highly engaged employees are open to other job offers and will actively be looking when the economy improves.

 What makes top performers happy?  According to a Kelton Research/Cornerstone OnDemand survey:

  • 53% said that (aside from comp/benefits), “being appreciated” would motivate them to stay
  • 46% said “opportunity to advance” for the most important factor in staying

Here are the big obstacles that companies must address:

  • 68% of workers hadn’t received any useful      feedback from supervisors in the last 6 months
  • 53% said they didn’t feel like they      understood how they work supported company goals

HR leaders from the nation’s largest companies concur on these points for retaining top talent:

  1. Make jobs meaningful – connect each person’s work to the company vision, goals, values
  2. Develop a strong organizational culture built on listening to and communicating with employees
  3. Empower effective management, mentoring and training
  4. Be flexible in job descriptions and work arrangements
  5. Have fun

Examples:

  • Hilton Worldwide:  provides online access to all career options throughout the worldwide organization
  • Ernst & Young:  executives go on multiple-week “listening tours” and implement suggestions quickly
  • Eaton:  conducts and annual employee survey to measure the management team’s effectiveness
  • AT&T:  created a “university” to identify, train and develop their star players
  • CVS Caremark:  developed an 18-month long “Leadership Forum” to connect leaders to company goals