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Job Sculpting®: The Art of Retaining
Your Best People
by Timothy Butler and James Waldroop
Job Sculpting® is a service for organizations
who want to ensure that they retain their key personnel. We offer
both the technology and training to help you hold onto your people,
and help them find the best roles for themselves in your organization.
Please contact us (waldroop@careerleader.com,
617-738-8819) to find out more about this service.
You may also want to read our Harvard Business
Review article, "Job Sculpting: The Art of Retaining Your Best People."
Executive Coaching. Hiring good people
is tough, but keeping them can be even tougher. The professionals
streaming out of today's MBA programs are so well educated and achievement
oriented that they could do well in virtually any job. But will
they stay? According to noted career experts Timothy Butler and
James Waldroop, only if their jobs fit their deeply embedded life
interests -- that is, their long-held, emotionally driven passions.
Butler and Waldroop identify the eight different life interests
of people drawn to business careers and introduce the concept of
job sculpting, the art of matching people to jobs that resonate
with the activities that make them truly happy.
Managers need to listen
more carefully when employees describe what they like and dislike
about their jobs. Once managers and employees have discussed deeply
embedded life interest -- ideally, during employee performance reviews
-- they can work together to customize future work assignments.
In some cases, that may mean simply adding another assignment to
existing responsibilities. In other cases, it may require moving
that employee to a new position altogether.
Skills can
be stretched in many directions, but if they are not going in the
right direction -- one that is congruent with deeply embedded life
interests -- employees are at risk of becoming dissatisfied and
uncommitted. And in an economy where a company's most important
asset is the knowledge, energy, and loyalty of its people, that's
a large risk to take.
Order
the article from Harvard Business Review.
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