One of the parameters that determine the company’s status on the market is its gravitational force, in other words, how attractive it is for employment.
The transition from an attractive to an unattractive zone occurs when a company becomes self-contained- when it ceases to be in touch with both the external environment and its employees.
- One indicator is when the company proceeds with new expansion projects in spite of the cautionary signals from within or outside the company.
- Second, when people within the company cease to be modest when listening about project completion. If afterwards they lack patience to calmly prepare for future tasks, that means that you are perceived as unattractive and exploitative.
- Increase in stress levels or lack of calmness within the company also reflects the company’s downward trajectory.
- When enthusiasm significantly abates, this shows that the company is in a passive phase and as such is slowly moving towards the zone perceived as unattractive.
- If the company does not regularly question its underlying assumptions, either adapting or deepening them in response to the changing circumstances, it’s a good indication that it lost touch with reality and entered an alienated state in which the company becomes its own goal.
- If the company organizes events where employees are the only attendees, it points to its separation from the market within which it operates.
- If decision-making is in the hands of only one person, the company is on the path to becoming unattractive. Additionally, if that person is unable to decide where to invest company’s available resources, it means that the company lost the vision of why it exists in the first place.
- Lack of vision requires the company to restructure on firmer foundations – not in order to innovate but so that it can hold on to its present state in the existing niche. The goal is to prevent large fluctuations between the inflow and outflow of funds.
This leads to a more rigid and authoritative structure which becomes more important than its employees, making the company less attractive for employment. Financial offers are then used to compensate for the lack of interest in the company as an employer. The higher the starting salary potential employees are willing to accept, the lower is your brand as an employer.
If money becomes a dominant deciding factor of recruitment, the company loses its cohesive force that acts as a “glue” for its employees. Instead, employees are held together by sheer necessity.
The company is then labeled as “evil” and undesirable and it’s only a matter of time before a new, young company takes its place.
How to prevent this from happening?
- Always be in contact with the lower middle management (knowing what they want, regarding where they want to be and the ways of working in the company). The goal is to prevent the spillover from the mental and emotional processing into action of leaving the company. Critical here is the introduction of new, challenging projects and detection of existing issues and dissatisfactions. Also, providing them with opportunities to determine company’s future direction by taking into account new ideas, innovations and information about trends.
- Provide upper middle management with calm focus. What does this mean? This means maintaining the rhythm to finish what has been started without too many horizontal and vertical interruptions or new temporal requests which break up the rhythm.
- Hire young juniors with a vision, focusing not only on who they are now but what they’ll become. They are the future. If they are properly selected, they will reach a sufficient critical mass to build enthusiasm which will propel the company to the next level.
- Provide senior management with the opportunity to have an advisory role and have their knowledge respected.
If implemented, the above strategies will bring about new enthusiasm which stands up to the existing situation. Upon breakthrough, the newly-formed situation leads to renewed attractiveness of the company.