Friday, May 9, 2008

"Dots" Continued

First off, should we challenge the notion that a professional leaving is always negative? It might not be what the firm wants, but if the firm realizes their company is just no the best fit for the professional at the time, there are two options: Fight and claw to try and keep them and let it end on a disappointing note, or listen to the employee and support and assist their transition.

This is going to happen. It is inevitable. The mobile skilled workforce is always looking for a better job, more money, and more attainable skills. Retaining your people is a subject for a another post.

In the developing virtual economy companies are going to realize that adjustments need to be made to the traditional "recruiting and retaining" approach. It is more about having accessible "talent relationships." This is why many firms, including the big 4, are stepping up their investments in alumni programs. They know they'll need access to their alumni in the future, or they'll welcome referrals.

I have heard some great stories of firms that "get it" in this area.

A Bethesda, MD based firm, for example, gave a professional who left, ahead of receiving their bonus, the money anyway. Their reasoning: he earned it, so why does it matter that he left?

He will remember that.

A southern California based firm that had one of it's star seniors leave for a client was provided access to their intranet after she left, so she could have technical resources her new company did not have.

She will remember that.

KPMG actually has a program for people "on the outs" where they help them to find a good fit at an outside company.

Do you know anybody who has worked at the same accounting firm more than once? Do you see a future where there will be more of a project based "ad-hoc" accumulation of the right skills to get a certain job done? Can you see a scenario where you will need to call on alumni for assistance in different ways?

The time may come when you both might need each other. You might be surprised to find them later with different skills developed outside your organization that you can leverage.

Do whatever you can to keep that door open. Do whatever you can to support them no matter their future aspirations. Leave a lasting impression. Let them know they are not really leaving your firm, they are simply deciding to connect some dots outside of it.

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