We can find what we long
for (it's going to be right in line with our
core motivators...)
...you have to affix
yourself to that...
Here's what may be a
controversial view.
We are born into the world
with longing.
In other words, our
desires, fears and deepest meaning will always
come into alignment with who we are as unique
individuals.
In the world today, I see
most leadership attempting to herd people
together along the lines of their own desires,
fears and longing.
Vision as we know it in
leadership is seldom shared. Perhaps the "means"
of the vision, to do our duty, our work, our job
and be rewarded enough so we can pursue what we
really want out of life.
In October and November
2005, Salary.com invited a cross-section of
individual employees and business
representatives from across the United States to
participate in its 2005/2006 Employee
Satisfaction and Retention Survey. A total of
373 company representatives (Human Resources
professionals) and 13,592 individuals were
included in the survey results. The final report
is available in PDF format. Simply download the
report from our site:
2005/2006 National Salary Budget Survey
The
survey asked questions of both employees and
employers and yielded surprising and often
conflicting results. A majority of employees
(65%) expect to be looking for a job in the
next three months. It should therefore come
as no surprise that many employees plan to
intensify their job search. Employers,
however, dramatically underestimate the
degree to which their employees have already
gone in looking for a new employer. Keeping
employees satisfied and at their jobs may be
even harder than employers anticipate.
The
Human Resource perception of the reasons
employees stay at a job and why they leave
differ from the reasons employees cite. This
could leave employers with costly retention
plans or programs that don’t address
employee’s primary needs.
Unfortunately sometimes even the employees
themselves are misguided when it comes to
what they need. A large proportion of
employees who are considering leaving
because they are underpaid may actually be
over-paid or over-titled.
Here are the
ten key findings we learned from our
2005/2006 Employee Job Satisfaction and
Retention Survey
1. 65%
of employees plan on looking for a new job
in the next 3 months. (page 4)
2.
Employees are more committed to their job
searches than their employers anticipate. (page
5)
3.
Gender differences only appear in reasons
for staying—not reasons for leaving. (page
6)
4.
Lower paid employees are 66% more likely to
look for a new job than highly paid
employees. (page 7)
5.
Satisfaction varies by level and tenure. (page
8)
6.
Employers underestimate the retention value
of managers, commute and working hours. (page
9)
7.
Employees leave organizations for reasons
different from why they stay. (page 10)
8. It
costs employers more to replace employees
than it would to keep them. (page 11)
9. A
10% salary increase makes up for most
shortcomings. (page 12)
10.
Many employees think they’re underpaid when
they’re not. (page 13)
Longing for Vision?
I must admit at this point,
as we have fully embraced in the developed
world, the aspect of the individual, what's next
I can't say. We have locked ourselves into a
merry go-round which will not allow most
Americans at least to climb off without
sustaining a good deal of injury.
The longing I suppose is
for it to continue...and the vision is of
something which never could exist. From the
Oregon Trail In 2006.
Until
then,