A recent survey of around 400 HR professionals conducted by Marlin Hawk and Hunt Scanlon Media warns that a quarter of US businesses are seeing a rise in C-suite poaching but have no plans to combat it:
Of responding HR experts, 54 percent indicated that their company either has no plan to ward off poachers or, if it does, they’re unaware of it. And of those whose companies have a strategy in place, only 39 percent were satisfied with it. …
This talent retention survey – which collected information from companies in sectors including financial services, technology, retail/consumer goods, healthcare, government, and manufacturing – indicates that while only 4 percent of respondents believe talent raids have been declining during the past two years, just 47 percent of respondents said their companies have a definitive plan to identify vulnerable talent.
This presumes that companies control people, but in today’s labor market, that’s outmoded thinking. If you really care about employees, you make them employable. And if you do it right, they thank you for it and stay. Or if they don’t stay, they’re more willing to come back.
That’s why employer alumni networks are growing. Not only that, given how many CEOs want to reposition their companies in the broader ecosystem in which they operate (according to IBM’s latest global C-suite study), and that CXOs increasingly need to partner with more organizations, having your talent go elsewhere can enable these objectives. That’s because you really know the people on the other side.
In short, thinking of talent as a zero-sum game is, at best, a distraction for a company. Focus on building your reputation as a talent magnet, not forcing people to reluctantly stay at your company so you “control” the best resources.