NorthBridge Blog

Pat DuganA recent Crain’s survey informed us that among over 650-plus Chicago-area men and women surveyed in January, 62% —nearly 2 out of 3—said changing companies was necessary for advancement in the local job market.

We know this isn’t a Chicago issue per sé but we do know that certain industries offer fewer opportunities for growth and increased income than others. Frequently large CPG firms, common in this area, take the brunt of not allowing the growth or compensation opportunities needed to make a long stay worthwhile. Rather than waiting for promotions, people are leaving.

Foster GrowthWhile many suggest the Millennial generation, followed by their predecessor Gen Xers, tend to move with the highest frequency, we’ve got a few suggestions on how better to manage churn.  In fact, there are even strong arguments that encourage moves that support both employer and employee.

Make training an upfront priority

Employers aren’t likely going to invest in training if is already a fact of life in their organization.  So how should they use the carrot of training up front to mitigate churn?

What if part of the upfront hiring  package included the option to learn more, something new that could escalate their profile internally by creating choice while demonstrating their commitment?  It also leaves the organization with a halo even if they say goodbye.

More than just training and workshops supporting job-specific expertise, you can prepare them for internal growth and opportunity through learnings outside of their comfort / employment zones. That can keep them more engaged, and give your company greater agility, too. Here’s how…

Lateral movement initiatives

According to Ryan Holmes of Hootsuite, as shared in the business section of the Financial Post, a lateral movement initiative that tracks internal “people movement” is valuable because it reinvigorates life within an organization by moving folks into different teams.

It’s learning outside your box, then, practicing those learnings and finally, officially moving to practice in the new role. The equity a company has built up in an employee isn’t lost, but repurposed and invigorated. Growth and opportunity are revealed. Employees become more engaged, thanks to the fact you’re challenging them to stretch and grow.

Entrepreneur Christopher Tung, co-founder of start-up Huttle, sees moving on from a job as implicit, and encourages employers and employees to assure that…

  1. Growth via learning is always in the picture
  2. That mentoring and advice-seeking are an organic part of an organization’s culture
  3. There’s an acceptance by all that sometimes you just need to chase what’s next

This way, you’ll mitigate churn. But even when it happens, you’ve let go of an employee who’ll build good word-of-mouth about your organization.

Understanding our clients’ growth and retention strategies helps us align professional opportunity with expertise, here at North Bridge. We initiate employee/employer relationships that are more transparent based on candidate insights, aspirations and employer initiatives and expectations, and development of each employee is a key component of that.

We can tell you this, with authority: giving people the chance to grow in a job is always a positive for all concerned, and that’s based on the understanding that it’s a common human desire to get better, smarter, and more accomplished. Are you honoring that desire in your own employees?


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