Staff (Attraction V Engagement)
Not realizing that the factors that attract staff, retain staff and engage staff can be different and/or have varying degrees of significance. Some examples,
- a competitive pay base is more important in attracting staff than retaining and/or engaging them
- an organisation's reputation as a great place to work and career advancement opportunities are important in attracting, retaining and engaging staff
- organisation's reputation for social responsibility is important for obtaining and engaging staff.
. Not appreciating that alignment is important and it does not mean harmonious agreement. There is a need for some creative tension and competition that will challenge the status quo but not cause dysfunction. For challenges to be handled proactively and productively the following framework is suggested
- focus on high impact issues, ie challenge the important and complex issues that will lead to a noticeable and sustainable improvement
- focus on the future, ie
"... forget the past and power struggles that are history, and don't bother appropriating blame..."
Saj-Nicole A Joni et al, 2010
Look for long-term benefits that are achievable and which people are willing to work on.
- pursue a noble purpose, ie go beyond self-interest to unleash profound collective imagination and abilities