Employee Retention: Why are they ready to go?

Recently, I had the pleasure of offering some international consultancy to China Petroleum Pipeline Engineering Corporation (CPPE-AD) . Among all the good things we mutually shared and the insights I got from the experience, one highlighted among the others: For many of the employees, it was customary to have been working there for 10, 20, and even 30 years. It made me question myself: how long have I heard of someone with that amount of years in the same company or work? Perhaps since I was a kid.

Reflecting on my role in the CPPE-AD experience, I realize the consultancy I was hired to provide was more than just a job. I was tasked with training twenty-five employees, equipping them to conduct business and represent the company internationally. Our five days at the CNPC International Personnel Training Center Were a testament to the company's commitment to its employees. The top-notch classes and consultancies they offered were invaluable in preparing the employees for future challenges, underscoring the importance of investing in employee development for organizational success.

How often do companies, schools, or universities invest in their employees' capacity and training for internal promotions? This question usually goes unasked, yet its implications are profound. We're familiar with the narrative of employees constantly sending out their CVs, ready to jump ship at the first opportunity. But what if companies took a different approach?

This is particularly true for the younger generations. Due to extreme competitiveness in the labor market, jobs tend to be ever more precarious regarding rights, perks, salaries, training, and internal promotions. Most of the time, they receive small salaries that they need to grow by commissions or bonuses, knowing throughout all this time that they are replaceable and that their companies won't think twice.

I often hear people complaining about this new reality, especially older people, claiming "the young lack loyalty or patience to endure" and other claims. However, they do not investigate the macro and micro reasons why they behave as they do. Well, based on this example, many times, it is because companies, schools, and universities included, stop investing in fostering their employee's skills and in drawing a clear path for their employee to grow inside the company, and in that way, know that professional growth is just a matter of effort and not luck.

I heard from my new friends that since they started in the company, they could apply for different jobs, training, classes, and consultancies, and as long as they could offer good work as payment, they slowly started growing in their company. They even had the opportunity to try in different departments and areas if they wanted to venture, having people just beginning after 15 years in a role in Human Resources because he wanted to try to change, and he received the necessary support to do so. How they spoke about their companies was much more accurate than the typical discourse of 'our company is a family," as we used to see on LinkedIn. Still, it was without naivety; they knew something was expected from them, too - their effort and loyalty, but it was a situation where both parties were giving their best.

In conclusion, before complaining, I would invite any boss, principal, or CEO to reflect on some questions. How much are they investing in their employees' internal professional growth? Are they listening to what they want, supporting their promotions, or giving them a chance for the next challenge? If not, they should not expect the longed-for loyalty from someone not even on their radar. What do you think?

#education #internationaleducation #china #professionalgrowth #personneltraining