TM - December 2007 - (Page 19)

recruitment & retention assessment & evaluation compensation & benefits performance management learning & development succession planning [recruitment & retention]by Jim Haudan The Engaged Difference: Wha People W t ant When people are involved in something they’re passionate about, whether it’s sports, theater, hobbies or the countless other ways people choose to enjoy life, they don’t notice time passing. They don’t check the time, fall asleep or count the minutes until they can do something else. They are acutely aware of what is transpiring, keenly focused on what is currently going on and contemplating the “what ifs” of what may happen next. But to be honest, few people behave this way on the job. Who isn’t interested in being part of something that’s bigger than themselves? It’s evident in the way concertgoers act as one, connecting with hundreds of people they’ve never met before, which makes them exude a force far greater than they could achieve by themselves. They feel like they’re part of a movement, an effort, a piece of something more substantial and significant than they could ever be alone. When this happens, people get the sense they are as big as the effort is. That feeling affords a sense of substance, a sense of importance, a sense of pride and a sense of direction. Whenever people are looking for a new place to work, they want to join a company that’s going somewhere, that has a point of view, that sets out to improve society and humanity. To attract new employees, businesses need to show candidates that the company makes an important contribution to the world at large — that the organization is not just about making bigger and better widgets. There’s an old story about a little boy watching three bricklayers. He asks each one what they’re doing. The first man says, “I’m putting one brick on top of another — and then another, and another, all day long.” The second man says, “I’m building the wall that will hold up this side of this church. It’s a pretty important job.” And the third man says, “What am I doing? I’m building a cathedral that will stand for centuries and inspire people to do great things!” Few people are attracted to a company that sets itself up as the first man did. Some will feel satisfied with the second man’s attitude. To attract the best people with the loftiest goals, businesses need to position themselves in the model of the third man. In this way, new people, as well as veterans, can connect to the big picture meaning of their work. By effectively doing this, people don’t just work at a job — they join a movement. People Want to Feel a Sense of Belonging 18 December 2007 When people believe they don’t belong, we can’t possibly expect them to feel engaged. A sense of val- talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - December 2007

Talent Management - December 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Capabilities The Engaged Difference: What People Want Analytics in Talent Management: The Sports View The Use of Merchandise for Employee Recognition Taking Aim at Performance Appraisals Talent Management Drives Organizational Change Generational Diversity: Mastering the Boomer-X-Y Divide Dashboard: Security-Savvy Workforce: Designing a Security Awareness Program That Works Application: Hilton Hotels Corporation:Checking Out the Merits of Paperless Efficiency Insight: Unlimited Engagement: Innovative Corporate Communication at Deloitte & Touche USA Advertisers' Index Editorial Resources Foundations

TM - December 2007

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