Want to attract top talent into your company’s workforce? Build a values-based culture.
That’s one of the most potent findings of a report from McKinsey & Co., the global management consulting firm. Five of their associates studied 77 companies and more than 6,000 employees for an article titled "The War for Talent," which they published in last fall’s McKinsey Quarterly. Since then, their piece has attracted increasing attention from top corporate executives.
Why? Because recruiting is already tough, and it’s only getting tougher. Until now, the authors point out, "executive population has grown roughly in line with GDP." At this rate, a two percent economic growth rate over the next 15 years will increase demand for executives by about one-third. But look at the demographics: The supply of 35- to 44-year-olds in the United States will decline by 15 percent between 2000 and 2015.
Hence this report’s opening bugle call: "Companies are about to become engaged in a war for senior executive talent that will remain the defining characteristic of their competitive landscape for decades to come."
How should they respond? First, say the authors, make the talent search a top priority. Second, "create and perpetually refine an employee value proposition: senior management’s answer to why a smart, energetic, ambitious individual would want to come and work with you rather than with the team next door."
To find out what that proposition should be, the authors asked 200 top executives to rate 20 factors under three headings. Under Great Company were such statements as "Well-managed," "Values and culture," "Company has exciting challenges," and "Industry leader." Great Jobs covered things like "Freedom and autonomy," "Job has exciting challenges," and "Career advancement and growth." Under Compensation and Lifestyle came such elements as "High total compensation" and "Geographic location."
Pause for a moment. Which one of these factors would you guess ranked highest?
If you said, "Values and culture," you nailed it. More executives chose that concept as an "absolutely essential" motivator of talent (58 percent) than any other factor. Next in line: "Freedom and autonomy" (56 percent), "Job has exciting challenges" (51 percent), and "Well-managed" (50 percent). And as for "High total compensation?" It got only a 23 percent response, putting it tenth on the list of essential motivators.
Helen Handfield-Jones, a consultant in McKinsey’s Toronto office and one of the study’s principal authors, says that she and her coworkers "were surprised that [values and culture] ranked so highly." How, I asked her, did she think "values" was being interpreted? She admits that she’s not sure. Since her team never expected such a strong response, they were unprepared with follow-up questions. Forthcoming McKinsey surveys, she says, will seek to probe that area more deeply.
Let’s suppose, however, that the word "values" has within it the same overtones it has for society at large — that it embodies the idea of ethical standards, moral principles, and sound character. That’s not an unreasonable assumption. Last summer Business Ethics Newsline reported on a survey by the Fuqua School of Business at Duke University. It asked graduating MBA students from ten top U.S. business schools to rank 13 potential goals. They put "marriage" and "health" first and second. In third place — above income, career advancement, leisure, and everything else — came "ethics," which they defined as "having strong moral principles."
There’s reason to believe, then, that a recruiting proposition that doesn’t focus on corporate ethics and values will leave you vulnerable. If that’s so, ask yourself the next questions: "How are our recruiters doing in articulating this proposition? And, more importantly, how is our company doing in giving them something to articulate?" In other words, if they make a strong pitch about the ethics of this company, are they describing what really exists, or just what they wish were true?
When it comes to talking about the other factors — being well-managed, offering exciting jobs, being an industry leader, providing solid compensation — that’s a piece of cake. But that’s not what potential recruits most want to hear about. This is an idealistic generation coming along. They think ethics matters. And as Ms. Handfield-Jones observed, "It’s a sellers’ market." They’ve got options, and they’re not about to work in jobs where they have to check their values at the door.
Companies planning to win the "war for talent" need to figure out what "values" means. Then they need to embed them solidly in the corporate culture — and live them out so clearly in daily life that this year’s recruits don’t leave next year for a company where the values really are in place.
(c)1999 by Rushworth M. Kidder