Employer attractiveness

You can't do it without employees.

At a recent event, I had collected three perspectives. 

One came from the CEO of a smaller manufacturer of door intercoms, mailboxes and parcel lockers. In this organization of 80 employees, trust and appreciation are top priorities. The managing director does this, she reported, primarily by listening and asking open questions. In this way, she gets to know her employees better, as well as the issues and solutions that exist within the company. Yes she invests time in relationships with employees. As a result, this organization has very low churn and no problems finding new employees.

The second example came from a representative of an engineering firm. He reported that they have been trying to retain young employees for years. The existing staff has a tenure of 15 to20 years. The organization trains young people. But when it comes to the final signing and joining the organization under normal conditions, the young people are not ready.

The third example was the testimony of a recruiter for a startup. He answered my question why young people are interested in startups and invest their time and energy there with two points. First, there is probably a track record. Who wouldn't want to work in an up-and-coming growing company? The other was the hope for faster advancement and possibly management responsibility. After all, a fast-growing company has to let the teams and structures grow accordingly fast.

What can be learned from this?

Trust and appreciation pay off. A pinch of success story and development perspective also counts.