In a tense and resolutely candidate-oriented market, companies must now more than ever capitalize on a managerial culture that encourages a sense of commitment.
The challenge of retaining talent is at the heart of companies. While employees are looking for a management model of accountability based on trust and recognition, it's a necessity that management must in turn adapt and evolve their methods to retain the rare and hard-to-find profiles.
Among executives who have already broken their probation period, the Robert Walters study reveals that 53% made this decision because they disagreed with the managerial strategy. For Coralie Rachet, France Director of the international recruitment firm: "It is necessary for management to take on a more collaborative dimension: the vision of the management committees must combine performance research for the company and quest for meaning for the employee. Increasingly, executives will favor a company whose values are consistent with their expectations, and management by the rule no longer has a place in a world where flexibility and innovation are the keys to success."
While many leaders are still under the impression that a premature exit is an unfortunate result of the current talent war, the study shows that 34% of executives left their jobs mainly because they felt that the corporate values did not suit them. And lastly, only 26% left for a better job opportunity.
Thus, when recruiting future managers, companies must pay particular attention to not only their potential for managerial change but also their interpersonal skills that must be in accordance with the message and mission projected within the company. In turn, companies must give them the opportunity to learn new methods of managing teams throughout their careers.
Join us November 12-15 for the Property Portal Watch Conference Madrid 2019.