Retention is not permanence. The objective is not to keep every exceptional employee indefinitely. It is to preserve alignment between the company’s next constraint and the employee’s next ambition. Sometimes that alignment can be reconstructed. Sometimes helping someone leave well is the stronger act of management.
One question I would be particularly interested in hearing readers’ experiences with:
Have you encountered a compensation request that was really expressing something else—stagnation, insufficient authority, loss of identification with the company or readiness for a new chapter?
And if so, did the organization recognize it in time?
Retention is not permanence. The objective is not to keep every exceptional employee indefinitely. It is to preserve alignment between the company’s next constraint and the employee’s next ambition. Sometimes that alignment can be reconstructed. Sometimes helping someone leave well is the stronger act of management.
One question I would be particularly interested in hearing readers’ experiences with:
Have you encountered a compensation request that was really expressing something else—stagnation, insufficient authority, loss of identification with the company or readiness for a new chapter?
And if so, did the organization recognize it in time?
Great article!
Thanks Pierrick for a great piece