Some call it the diversity cliff, others call it the diversity ceiling but whatever term they give it, the issue they are almost always focussed on is increasing diversity. However, the issue is managing inclusion because it is only when all our people feel included that they are able to be their authentic selves and organisations are able to benefit from their best work.
All of us are unique and complex, so understanding who we are working with, why they are the way they are and why they respond the way they do, is key. If understanding this difference is important at the attraction stage, it becomes critical at the engagement, promotion, and succession planning stages.
It might help us if we pursued the metaphor of talent as an asset. Assets can depreciate over time (some get written down all together) and other assets increase in value. Depreciation is an accountancy term and it refers to a reduction in the value of an asset over time, due in particular to wear and tear (think emotional well-being i.e. being worn out).
When it comes to human capital, managing your people portfolio takes care and whilst each individual asset has its own performance profile, there are some interesting trends that we can point to which suggest what might contribute to a talent asset depreciating in value in an organisation.
There is a saying that claims that people don’t leave their job, they leave their boss. That is a truism. Poor management is one of the main reasons people leave their jobs. However, they also leave because they plateau and find the work boring. Following closely behind is the fact that a lot of people leave their jobs because they either have poor relationships or no relationships with their co-workers. Some feel they’re not being stretched or challenged; they don’t get a chance to use, let alone develop, their skills; they are micro-managed, disempowered, and don’t have any autonomy; they don’t see how what they do, contributes to what the organisation is trying to do and their work is not appreciated.
In an inclusive environment talent assets are more likely to increase over time because their managers coach them and take the time to frame their career journey with them based on three interconnecting needs: Organisational - What competencies has the business identified as critical to its future success: The What and the How; Career - What does each employee need to be have and do in order to be successful in their current role? And Motivational - What is each employee passionate about? What values, interests and goals are most important to him or her?
