Expectation vs Reality: Why don't we connect with people?

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One of the main challenges faced by many organizations is the lack of engagement of the Collaborators, they do not have identification or loyalty towards their employer simply because the culture does not have elements capable of making them fall in love. New collaborators arrive routinely, and the same system is responsible for neutralizing or expelling them in the short term (turnover)

Organizations have been filled with policies, procedures, and pronouncements that have only been a dead letter, corridors, walls, screens, and blackboards full of information that no one can see turned into action missions, values, etc.

The new Collaborators come to the Organizations with the hunger to find the necessary elements to achieve their goals and dreams, the illusion of being able to find a system where their expectations can be met in the short, medium, and long term. Collaborators are expelled from the system with little seniority, but what causes them to want to leave us?

Before explaining the problem in-depth, I would like to put the following definitions on the table:

Expectation = Feeling of hope, illusion, that individuals experience before the possibility of being able to achieve a goal or any other type of achievement in their life.

Turnover = In business, staff turnover is a measure of how long employees stay in the organization and how often they need to be replaced.

The main engine that moves the human being is the fulfillment of a series of expectations that contribute to their personal, family, professional, work, treatment, society, justice, environment, and development. This contribution gives us internal satisfaction by making us feel useful and capable of positively transforming the environment with which we have contact.

So if this is clear why the Organization isn't capable of matching their expectations with those of the new members and thus promoting a lasting business relationship?

Expectation Derailers:

1. Apathy from the first meeting, the main cause is that maybe we were victims of this same apathy, we will surely repeat this pattern if we do not stop along the way and discover what engages people.
2. Organizations are unable to launch signals to connect with new collaborators from the initial stages, recruitment, inductions, and the first day of work. Lack of communication systems in basic operational issues: payment, benefits, location of bathrooms, cafeteria, evacuation routes, tools to be used, etc.
3. Organizations are full of Leaders with little tolerance and patience. This is where emotional states get out of control and that will be the trigger for a short stay of the new collaborators.
4. Learning curves that are not respected, lack of processes for delivering responsibilities of the position, training. It is difficult for the Collaborator to deliver results according to the required quality levels.
5. Out-of-market compensation and benefits packages that do not match the employee's lifestyle.
6. Operations basics concepts such as ergonomics of the equipment, lack of chairs, mats, excess heat, cold, humidity, unhealthy areas, unsafe conditions, high accident rates, etc.

Previous information directly influences the collaborator's mood, and it is not surprising that he is practically disconnected from his first day of work.

In localities where the job offer is high, the Collaborator does not hesitate to act immediately, just crossing the avenue he may have the job offer he has been waiting for.

But what do we have to do to break this cycle and be able to facilitate staff retention?

5 practices to engage staff.

1. It is necessary to refresh or change the processes with which we attract and integrate staff into the Organization.
2. Leaders are capable to listening, understanding, and accepting that the Collaborator has expectations when they come knocking on our door.
3. Understand that the Leader represents a value that adds to salary and benefits. Some collaborators have decided to remain in a job, even if it is for lower pay, on the contrary collaborators have decided to leave their current employer even with a poor job offer.
4. Be clear about the competitiveness that the Organization must have against a market that changes day by day. (Salaries, benefits, integration events, etc)
5. Friendly operating processes that mitigate the wear and tear and risk of the Collaborator.

As can be seen, this is simply reduced to putting ourselves in the shoes of the new member and understanding that the only way to establish a lasting and productive relationship is by becoming facilitators of the fulfillment of expectations reciprocally.

I hope you enjoyed this reading, and that it leads you to reflect and move into action. Let's not lose the connection and remember that I am at your service in my social networks, email, or directly by phone.

See you soon.

Pablo Gerardo Zayas Blanco

https://linkd.in/1AkVwDh

[email protected]

Cel 6562375686