With the incessant chatter around preserving our talent, we forgot to retain their attention. A recent Gallup Poll states that in 2014 we only engaged about 3 in 10 people at work. The heart of the retention conversation certainly focuses on keeping top talent, but in practice, businesses base turnover metrics on the average, not the top percentile. So is it really about just keeping the talent we have, or is it more about better engaging those resources?
A plant without roots is easily re-potted; any labor negotiator would likely agree. Recently, we saw IBM quickly reverse their Uber reimbursement policy, which should come as no surprise. It was frivolous—not rooted to any cause or reason—so it was easily plucked from its plot. A slightly embarrassing moment for IBM perhaps, but the blush will soon fade. This is not the case for more intrinsic corporate policies.