Good employees want an opportunity – bad employees just want a paycheck

This fundamental truth affects your employee turnover in so many ways.

  1. Being able to spot the difference at the time of hire
  2. Fully understanding the multi-level cost of bad employees
  3. Knowing what is seen as an “opportunity”

Employers can always identify the employees in each group – after they are hired. At that point, many of the “good” employees have passed you by. How many times do you interview someone and you want to hire them – but they end up taking another job? To fill your positions you end up hiring people who are not your first choice.

How long does it take for you to identify the new “bad’ employee? When they are late the first day? They fall asleep in training? They won’t stay a little late to finish a job? Quality is not a priority? They are already costing you dearly.

Good employees can smell an opportunity!! Opportunities come in all shapes and sizes. Many employers do not have a good handle on the employee opportunities which already exist in their organization. The organization doesn’t know how to package them so the good employees can clearly see the opportunity, the required steps and their reward.

Good employees love challenges and want to be in the middle of overcoming a challenge. Bad employees run from challenges!! Bad employees see challenges as more work and are ill equipped to help you and your good employees to solve the challenge.

Employers also struggle to recognize the synergy between profits and employee opportunities.

Good employees will receive multiple offers and will accept the one they see has the best long term opportunity. This is not necessarily the one with the most money. Many times a good employee will look beyond the money and look for the opportunity which best fits their situation. Therefore opportunity packages should include some flexibility per employee.

As the Vice President of Human Resources of a service company we had organization killing employee turnover. Originally, opportunity packages were designed and communicated in an attempt to stem the tide of our turnover. The packages worked so well that they were quickly adapted to being a recruiting tool. The packages were directly tied to the revenues and profits of the company. As time marched along, the organization could see how the increase in revenues and profits were being driven by the opportunity packages. We were able to hire anyone in our industry and never had to resort to hiring Plan B.

Are you ready to upgrade your employees to Plan A?