executive retention: getting your best to stay · the individual level as a key part of their human...
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Executive retention: Getting yourbest to stayRohan Carr | Mar 22, 2016
What is it that keeps senior employees engaged in their current
organisation? What makes them stay despite other
opportunities that might come their way? Is it the organisation’s
culture, the people, money or something else? A
comprehensive study of Australian executives was conducted
as part of IRC Australia director Rohan Carr’s doctoral thesis.
Retention of talent is one of the most significant business challenges of the 21st century.
For many organisations, particularly those in knowledge-intensive industries, human
capital is fundamental to competitive advantage. Nevertheless, as a result of increased
mobility and greater employment choice, employers around the world report difficulty in
retaining key staff.
Failure to retain executive talent can be costly in terms of the expense of replacement
(assuming the executive can be readily replaced) and also results in a loss of
organisational knowledge, experience and relationships. It may damage organisational
morale and lead to external reputation cost. Furthermore, there may be costs (not
necessarily financial) associated with retention failure, borne by the departing employee.
Findings of the study
The research findings reveal key motivators, influencers and circumstances underlying
the retention decision. The research found that the opportunity and challenge
perceived to exist within the executive’s organisation, combined with the
personal relationships developed, particularly upward, are the most
significant retention factors.
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Responses such as, “It is the personal challenge that keeps me here”, and “Organisations
retain me when I feel personally fulfilled” were common and related particularly to issues
of individual growth, contribution and experience. Equally, more than two thirds of the
research subjects felt the connectedness with others in their organisation was a crucial
part of retention. There were many comments along the lines of, “A key reason I have
stayed is the relationship I have with my Chairman” and, “My upward loyalty has been a
strong retention factor in my recent jobs.”
The research found that while culture, reward and lifestyle-balance factors contributed to
retention, their impact was neither significant nor uniform across the research subjects.
A number of interesting themes emerged from the study:
• The retention decision is centred at an individual rather than organisational level.
This means that rather than the organisation’s actions, it was the personal or
subjective attitude, reaction or response by the executive that determined the
retention decision. “At a senior level, retention is all about personal relationships
and personal factors, but organisations don’t often recognise this – they think they
drive it,” one executive noted.
• The engagement or connectedness the executive felt with the organisation was
important to retention and this was impacted largely by personal relationships. “A
key part of retention decision-making is the extent to which I feel a personal and
sympathetic relationship with my employer. This is principally manifested in my
relationship with individuals,” another executive said.
• The concept of a ‘natural lifecycle’ influenced retention. Once executives had been
with an organisation more than five-to-seven years, retention, regardless of other
factors, became a challenge.
• Personal and organisational change was also a determinant of retention.
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Some surprising results
Despite the varied backgrounds of research subjects, there was a commonality and
consistency to the themes that emerged. The emphasis on the ‘challenge and opportunity’
factor, while not a surprise in terms of its importance, was surprising in terms of the
consistency with which it was cited.
The length of an executive’s tenure had some influence on retention. Cultural fit and
identification with organisational values was more important the longer an individual
remained with an organisation. The research also suggests that ‘fun’ and ‘happiness’
factors were more significant the longer an executive had been with an employer.
The gender of research subjects did not appear to influence retention. No retention
theme or concept appeared to be more or less dominant with either males or females, nor
did attitudes about retention or its importance vary depending on gender.
Equally, age did not play a significant role in determining or influencing retention
drivers or motivators. While the personal factors that influenced retention changed
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during the individual’s career, with the exception of work-life balance, which was more
important for older executives, retention drivers did not vary according to career
maturity.
Implications for organisations
Organisations need effective executive retention strategies. Our research suggests that
these should be centred on the opportunity and challenge that the executive’s role can
provide him or her. This necessitates that the organisation firstly understand the
aspirations, interests and goals of individual executives, rather than assuming all
executives are alike.
Individual and organisational expectations also need to be aligned. This requires open
and honest communication between the executive and the organisation, something that
is not always easy to encourage. By establishing an effective internal communication
strategy, an organisation will improve its chances of retaining key talent.
Organisations, particularly those in the professional services sector, must promote and
facilitate the development of strong personal relationships within the senior executive
team. These relationships can be critical to the decision of an executive to stay with an
organisation. Conversely, the breakdown of relationships at the top may lead to reduced
retention success despite, for instance, the presence of significant challenges and
opportunities.
In particular, the upward reporting relationship between subordinate and superior is
considered by many executives to be their key relational link with the organisation and as
such may require greater recognition. Internal relationship management should be a
measured KPI and professional development may be needed, particularly as executives
are increasingly required to manage across generations. While many organisations
encourage internal competitiveness at a senior executive level in an attempt to improve
corporate performance, any positive short-term gain may be achieved at the longer term
expense of retention.
Impact of change
Retention factors, drivers and motivators change during an individual’s career and,
hence, during their tenure with an organisation. Organisations must therefore recognise
the evolving nature of the organisational structure, as well as individual needs and
expectations. While the core retention drivers of ‘opportunity and challenge’ and
‘personal relationships’ are fundamental, our research indicates that the importance of
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other retention factors may vary at difficult stages of an executive’s career and based on
personal circumstances.
Any major structural change within the organisation needs to be reviewed to determine
how it may affect the senior executive team. Discussions about expectations and
opportunity will warn the organisation of potential problems and signal to the individual
that there is genuine concern for their impact.
Remuneration
The research cautions against using remuneration as a core element of a retention
strategy as in isolation it is not the key driver of an executive’s decision to stay. “Other
issue are more important,” was the consistent response when discussing remuneration
and retention with research subjects. The equity and transparency of reward setting and
achievement-based reward participation are more important, the research suggests.
Recruit on values and focus on early years
Retention factors are individually determined and driven, and hence form part of an
individual’s profile. They can therefore potentially be identified at the time an executive
joins an organisation. By recruiting individuals who share the organisation’s value set,
greater long-term retention success is likely.
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If, as suggested by this research, the ‘natural tenure’ of an executive is on average five to
seven years, it could be assumed that a failure to retain for this period is primarily
driven, for example, by the absence of perceived challenge or a breakdown in
relationships. As a consequence, the greatest returns from retention strategies will occur
if they are particularly aimed at executives in the early years of his or her tenure.
Are smaller organisations better at retention?
A theme that emerged from the research was the apparent perception among executives
that smaller organisations are ‘better at retention’. “I think the easiest way to improve
executive retention is to make bigger organisations more like smaller ones. Those large
ones that ‘do retention well’ in my experience have a small company feel about them,”
one executive noted. Large organisations concerned about starter retention should
therefore consider adopting structures and behaviours that enable them to mimic their
smaller counterparts. This might include operating along divisional lines, dividing into
autonomous subsidiaries or encouraging deeper relational links within their executive
teams.
The attraction of talent is vital for an organisation to compete within a knowledge-
intensive world. Equally important is the retention of that talent. Research into executive
retention is still relatively nascent, however some key themes are becoming clear.
Organisations should focus on a number of key motivators and influencers of retention at
the individual level as a key part of their human resource strategy. Aligning values from
the outset, encouraging open communication and cultivating relational ties in the early
years of an executive’s tenure will contribute to maximising an organisation’s ability to
retain key talent.
Retaining Key Executives – 8 Tips for Organisations:
1. Perceived opportunities and challenges are key drivers of executive retention
2. Equally important is the presence of strong internal relationships
3. Culture, remuneration and lifestyle balance should not be ignored but are not
central to retention
4. Change at the individual and organisational level can impact on retention drivers
5. Key focus of retention activities should be on early years to be most effective
6. Structure an executive retention strategy specifically at the individual level
7. Recruit executives with values sets aligned to the organisation to foster retention
8. Larger organisations should aim to emulate the traits of smaller organisations to
encourage retention
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Rohan Carr
Rohan has a background of more than twenty years in the executive search industry
and held earlier positions in the financial services and corporate advisory sectors.
Rohan commenced his executive search career at The Insight Group as an
Associate before joining the international executive search firm Heidrick & Struggles
where he spent three years as a Consultant. In 2002, Rohan returned to The Insight
Group as a Director, where he consults to a range of private and public organisations
across a variety of industry sectors at senior executive and Board level.
Rohan has particular expertise in the education sector working with universities,
research institutes, schools, colleges and other organisations. He has deep
experience at senior levels including appointments to academic and executive/
management positions and working with governing bodies and on specialist
international search assignments.
Rohan holds a Bachelor of Commerce from the University of Melbourne and an MBA
from Monash University. He also has a Graduate Diploma in Applied Finance and
Investment from the Financial Services Institute of Australasia. Additionally, Rohan
completed his Doctorate in Business Administration at RMIT University in 2005.
In addition to a number of industry Board roles, Rohan is President of the Board of
IRC Global Executive Search Partners and also leads IRCs Education Practice
globally.
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