By Chris Swan and John Ryan, Managing Directors, TRANSEARCH USA
Famed American poet Maya Angelou once said, “at the end of the day, people won't remember what you said or did, they will remember how you made them feel.”
Indeed, the power of human connection is paramount for people. That’s why empathy is increasingly cited as a core skill leaders must have to drive success in organizations. In fact, the Wall Street Journal reports that 20% of organizations are sending their managers for empathy training.
The global Center for Creative Leadership defines leading with empathy as “having the ability to understand the needs of others, and being aware of their feelings and thoughts.” For example, leadership empathy can be demonstrated by understanding your employees’ struggles and then offering to help people overcome them. Or it can be put in action by listening to different perspectives of colleagues, appreciating their points of view and then working together to build unifying solutions.
But does this so-called soft skill really translate into results?
By Bridget Papanicholas, CEO & John Ryan, Managing Director, TRANSEARCH USA
In this incredibly competitive job market where talent is in short supply, job seekers have the opportunity to consider many variables when deciding which company to work for.
Increasingly, candidates are looking for organizations that demonstrate broadminded values and strong corporate cultures. As a result, Diversity, Equity, and Inclusion (DEI) in the workplace is now a competitive differentiator and a strategic imperative.
To attract and retain the best people, companies must widen the scope of who they search for and articulate how the business supports diversity. This approach not only strengthens their diverse talent appeal, but it also makes companies better. To that end, a diverse talent pool brings a variety of diverse ideas, opinions, and innovation. McKinsey research demonstrates a business with more diversity has about a 33% chance of being more profitable than a less inclusive company.
By Nic Karczewski, Senior Associate, TRANSEARCH USA
Before starting my current role a little over a month ago, I spent the 3 ½ prior weeks actively searching for a new position. I lost count after participating in 25 interviews! Many of the companies offered considerable salaries and benefits. Some even threw in perks like Pelotons or free daily DoorDash! I have never seen a market like this, where candidates are cruising in the driver seat and employers are just struggling to stay on the road.
From being on the job hunt to landing my new position in executive recruiting, I came to a key realization; it’s not all about the money. It’s about finding a team to work with that I can trust, communicate openly with, and who build flexibility into their culture.
By Chris Swan and John Ryan, Managing Directors, TRANSEARCH USA
Long before the headlines screamed ‘critical talent shortages’ and ‘The Great Resignation,’ GM CEO Mary Barra said something that now seems quite prophetic.
“Where the work permits, employees (should) have the flexibility to work where they can have the greatest impact on achieving our goals,” Barra said. “It is up to the leaders to focus on the work, not the where.”
While she made these comments in the throes of Covid, today, they are a clarion call to stop the flood of workers leaving their jobs. Specifically, empowering workers with flexible work schedules and locations will help organizations retain not only top performers, but attract esteemed people. It will also potentially boost morale, lower burnout, and transform businesses for the future of work.
