People Looking For Jobs Want. . .

. . .what they've wanted throughout a couple of decades of surveys:

• Interesting, challenging work
  
  
• Recognition and rewards for accomplishments


• A chance for fast career growth and advancement

These were the top employer attributes cited in an Accenture survey of 4,139 job seekers in 21 countries.  FYI: Those surveyed included both entry level and experienced workers in North America, South America, Europe, and the Asia Pacific region. The results published by Accenture are shown on the  chart.

Does this mean that money and benefits don't matter?

No. Like vitamins,when it comes to compensation we all have our minimum daily requirement. Once that is met, though, professional satisfaction and recognition for a job well done make a job--and therefore an employer--more or less appealing.

Most large corporations peg their compensation packages to some percentile of the competition. They'll decided to be in the top 15%, 25%, 30% and so forth. Job seekers can find that information either before or during the interview process. Once they realize their basic financial needs can be met, they start moving to the intrinsic motivators to make their decisions.

This is why good managers are so important!

If you look at most of the characteristics, the manager is the mediator of satisfaction. Challenging assignments, professional development, rewards and recognition, approachable, team orientation--all of these are within the purview of managers. That means that managers need to be tuned in to this kind of information. At least one of the implications for companies is to develop managers who can deliver the kind of "people focus" as well as financial and other metrics. I know that's nothing new. But neither are the results of the survey. Which is why I'm thinking that we still have a way to go with applied management.

Another thought: job design.

If challenging work is ranked so high then maybe part of the solution is to look at how work is designed and what can be changed, expanded, or even narrowed. As a manager, any time I had people in the right roles with the right mix of challenges they required less direct supervision but more recognition. Finding the right recognition is a pleasant price to pay.

Take a look at the complete results. Job seekers and employers, what do you think?

Chart source: Accenture

Comments

[Jim Stroup]

Steve,

I love the "minimum daily requirement" way of looking at the hierarchy of needs.

I suspect that the key element of the findings are in the first: employees want meaningful and challenging work. If managers spent more time understanding and building upon this insight, we would see more progress.

Here's another winning phrase: the manager as mediator of satisfaction. This function is indeed a key role of management - there is nothing tangential or "new age" about it - just plain, hard-core management of people and assets. I would suggest that it also points to leadership's position as encompassed within and subordinate to management.

As always, really thought-provoking extractions from your catch on this survey - thanks!

[Clare]

Really interesting study. However, it's curious that not once is the actual workplace mentioned in the list when people often tend to spend more time there than their own homes. What priority do people give to their physical environment when looking for a new job?

[Steve Roesler]

Hi, Jim,

I always wonder, after looking back at a phrase, whether it's something that just makes sense to me or will others think, "Yeah, that's really the way it is." So thanks for the affirmation with those.

As for the leadership position position encompassed in management: Am working with another CEO who is involved in making some vast, concrete changes in an organization. He is doing this by being everywhere and guiding everything. (Not usurping other managers, but showing how to manage differently). He does this by example. So far, I've not heard anyone call him anything but a leader, yet he manages every day.

[Steve Roesler]

Clare,

As far as I can tell, at least one person does:

http://tinyurl.com/448xkg

Thanks for giving me a good reason to toss this into the mix:-)

[peter vajda]

Hi, Steve,

You say, "I know that's nothing new. But neither are the results of the survey. Which is why I'm thinking that we still have a way to go with applied management."

For me, one place to start (with the applied piece) is with the question to managers (after they've read the study and seen the priorities): "So, what do you think?" Some (newbies, for example) will often respond they "didn't know" in some form. So, an adventure in exploring the findings and working on ways to bring these into reality...from unconsciousness to conscious competence.

Others (a majority, in my experience)often respond with something to the effect, "Yeah, I know, I know, but...( and then just fill in the blank with their common excuse and look/listen for words or phrases that communicate "I can't" or "I won't".) For them, this is the place to start. What's underneath the "can't" or "won't": attitudes, know-how, time management, self-management, stress (in its myriad mnaifestations), socio-psycho-emotional reactivity, etc. Their exploration and adventure begins(or ends)here.

[Steve Roesler]

Greetings, Peter,

I hadn't thought about the two distinct approaches, depending upon one's experience base. That actually makes a lot of sense.

Thinking back over hundreds of organizational engagements in this area, your premise gets played out in this way:

1. If it's "can't", then the question is "What organizational system is stopping you, and how is that happening?"

2. In the event that there is no legitimate answer, then the next question becomes "Why won't you do it?"

Both of those lead to either a more productive reflection/discussion or a meaningless series of excuses.

They're both "Showstoppers" in their own way.

Thanks for the focus...

[Rich Milgram]

There is an evolution taking place in the workplace. As many baby boomers near the age of retirement, a new generation of 20-something year old Millennials are eagerly taking their places.

This new generation is more vocal about their job expectations than previous generations, which is why I wasn’t surprised by the results of the Accenture survey. Millennials want employers to go beyond traditional compensation and benefits to create an environment that is creative, challenging, team-oriented, fun, and financially rewarding.

In order to attract and retain key talent in the future, employers will want to continually reevaluate their organization to accommodate the needs and wants of workers from all generations.

[Steve Roesler]

Rich,

You know, the point you make caused me to think this:

Previous generations had expectations of landing a job; the current generation has expectations of their job.

That takes the whole recruiting and retention task in a very different direction, eh?