What to do about the serial employee
So what to do about the serial employee? Most businesses realise that getting employees to stay beyond one round (i.e., 2-3 years) is critical to business success. And it’s not just about getting the employee to stay longer, it’s about finding new ways to unlock their potential in service of the business.
The solution is simple in concept. First, organisations must craft a compelling employee journey that offers increasing levels of challenge and growth to its employees over time.
At IDEO, we think about the experience of our designers in three distinct arcs. The first arc is about building world-class design skills. Technology is table stakes for developing those skills according to Adobe’s Work in Progress study. 81% of US office workers reported that state of the art technology is the most important amenity at work, outranking food and other on-site perks.
The second is about leading others through the creative process. The third is about leveraging IDEO as a platform for one’s design vision — a vision that is personally exciting to them and aligned with the vision and direction of IDEO. Each arc builds a very different muscle for the individual and implies an increasing commitment to and from the organisation.
Make it a win for both
Constructing the employee journey is one thing, making it work for each employee is a different and more difficult task. Through each arc, the goal is to weave each employee’s personal passions, desire to grow and the needs of the business into one coherent, compelling and mutually beneficial narrative.
What you want at the end is a win-win for both the employee and the employer — the employee grows in ways that are exciting to them and the business benefits in the immediate term. This requires people managers to have the maturity, confidence and courage to ask employees about their life goals (not just their goals inside the organisation) and to do so in a way that feels safe, non-judgmental, supportive. If managers are able to achieve this level of open and honest dialogue, organisations can begin crafting bespoke journeys for their highest performers. It may turn out that it isn’t possible to create a win-win. But if that’s the case, it’s better to know sooner vs. later so an organisation can plan accordingly.
Weaving a mutually beneficial business and personal narrative requires strong line managers. When strong managers don’t exist or are still growing, the support of talent and HR professionals to role-model this skill will be critical. And from a commitment perspective, the time, energy and emotional commitment required is significant. But when your primary asset is your talent, this is the best investment you can make.
Gig will continue to be an interesting element of the future economy, but will never replace traditional career paths. Serial employment will be the more significant challenge for employers. Enlightened businesses that are committed to creating a compelling and personalised career path — with new levels of challenge and growth at each phase — will thrive.