Page 158 - Company Excellence

Part III: Chapter 5 ‐ It's all about the people

In all probability, a new employee will feel at ease with you primarily
because the selection process is geared from the outset to
achieving a high degree of congruence between the employee's
preferences and those of your company through the matching
orientation. An employee who does not have the competencies that
your company needs and who does not have the value orientation
that you live by will not even apply for a job with you or will quickly
realize that the company and the employee are not a good match.
The following applies: For highly qualified employees in particular, it
is not just the economic indicators that are important, but also the
value orientation. They make sure that the corporate culture and
philosophy match their own values and convictions.
In addition, the idea of further training often plays an elemen-
tary role. It is therefore useful to offer special employee retention
programs for high potentials. These high performers are
characterized by the fact that they are intrinsically motivated and
full of their own commitment, stress-resistant and assertive, willing
to take risks and constantly on the lookout for new challenges.
They identify with their profession, with their individual core
competencies. They take it for granted that the salary and the
economic conditions are right. However, if they feel they are being
properly managed, the one or two euros more or less on the salary
slip no longer play such a significant role.
My experience is that high potentials like to stay in companies
that focus on appreciative leadership, individual coaching and goal-
oriented further and personal development, i.e. where they are
made fit for their individual professional future. However, this
often also means that they quickly change companies if the old
place of work does not (or no longer) meet these conditions. This is
why the points mentioned above should be used to present the
company as an employer brand. The

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