Finding and Retaining Knowledge Workers

Finding and Retaining Knowledge Workers Who Can Become Top Talent
from the Turning Good People Into Top Talent blog series
By Bob Moore, CMC, Managing Principal, Talent Management Institute

knowledge worker

Top talent, particularly millennials who now make up the majority of the workforce, aren’t motivated solely by money.  They consider themselves to very mobile and unlike the older generations, believe they can work anywhere.  To attract them, they must first align with your purpose—your why. If they don’t believe in what your company does and why it does it, it won’t matter how much you pay them.

More than ever before, you must create a culture that fosters their creative spirit, which includes mentoring and coaching beyond the technical skills.  They expect to have opportunities for self-improvement.  Top talent expect to be empowered, to be part of the decision making process, and make significant contributions to how work gets done. This may present challenges for managers who are accustomed to operating in a more traditional, autocratic manner.  It is overdue for managers to become highly effective coach-based team leaders. Millennials also want to work with other talented people so they can become better at what they do.

Management effectiveness is the primary element for finding and retaining knowledge workers who can become top talent.  The best you can expect is to hire good people who can become top talent.  These good people want to be part of a team led by a highly effective team leader.  Too many lengthy, unproductive meetings, lack of influence on decisions and limited opportunity to manage themselves, influence levels of engagement, satisfaction, productivity and retention.

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Bob Moore, CMC
Managing Principal

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