Some 600 employees from all industries and all regions of the world were surveyed by Deloitte. Four out of five indicate they want to stay with their current employers in the coming year - a difference of 45 points from the survey conducted in 2014, but nearly a third say they are dissatisfied with their current position.
Following the economic turbulence of recent years, a real paradox there is today in terms of talent management: while the unemployment rate is extremely high, employers are still struggling to fill positions that require technical skills and specialized. In its new report Talent 2020 Deloitte focuses on the views of employee’s vis-à-vis this "paradox of talent."
Talent 2020 is a series of longitudinal studies conducted by Forbes Insights for Deloitte Consulting LLP. This report explores the changing priorities of talent management across sectors, based on data collected in large companies around the world, including North and South America, Asia-Pacific Europe, Middle East and Africa. The 2012 report, the fourth in the 2020 Deloitte Talent series, is based on a survey of 560 employees from all industries and all regions of the world.
The results that emerge highlight the fundamental question concerning the paradox of management talent perceived by employees: Employees are they really happy? Or simply accept their fate they merely by what they have given a difficult situation on the labor market?
"Companies looking to expand despite a context where the war for talent rages should not become complacent against supposedly high staff retention, says Yves Van Durme, Associate Human Capital Consulting department of Deloitte Belgium. De Furthermore, companies should not neglect their talent and retention strategy - the dangers they face if they rely on the false sense of security induced by the illusion that employees are not likely to leave the company saw difficulty of the labor market. Rather than focusing on the turnover, as indicated by previous studies, employers now face a particular challenge. Indeed, they must adjust their management initiatives talents and focus their retention efforts on the one hand employees with very good skills, and therefore more likely to leave the company, and secondly on competent leaders who have the ability to grow their business despite the current economic turmoil. "
The study and analysis conducted by Deloitte about the talent market helped highlight three emerging challenges:
1 Involve employees by providing meaningful work ... or they may go
For employees, take care of interesting work is more important than the retention initiatives. The respondents who said their company uses their skills effectively are more likely to indicate they intend to stay with their current employer. The majority of respondents (42%) are looking for a new job that does not feel good use of their skills and abilities at work. Additionally, employees surveyed who intend to leave their jobs cited lack of career progression (37%) and lack of challenges in their work (27%) as two of the main factors influencing their career choices.
2 Caring particularly critical segments of staff turnover
We observe that the original intentions are focused particularly in specific groups of employees at certain key moments in their careers, which means "red starting zones", that is to say, critical segments in terms of rotation. In practice, strategies for retaining staff should reflect the needs and desires of high-potential employees, especially when they come from a prone initially critical segment.
Employees in their jobs for less than two years are those who expressed most strongly their desire for change, 34% saying they hope to find a new job within a year. Also, being able to retain the efficient and knowledgeable beyond two years employees appears to increase the likelihood that they will pursue a career or part of their careers in their box. Just over a quarter of respondents from the generation and 'Millennial' (26% aged 31 years or less) indicated that they intend to leave their current employer within the next year. This is the highest rate, all generational groups combined.
3 Management is a critical factor in staff retention
the staff are clearly more committed and determined when confidence in the management of the company, it receives clear guidance on the strategy of the company and he believes that the company executives are able to put this strategy into practice. In other words, employee retention should not be a simple exercise managed by human resources, but rather a strategy led by business leaders. More than six out of ten employees (62%) intending to stay with their current employee said they trust the leaders of their company, while only 27% of employees who intend to leave their express business the same confidence. In addition, 26% of those who intend to leave their jobs next year cited a lack of trust they have in the leadership of their company as a determining factor.