Asking the question of how to retain the best human resources is an indication of attention towards your company

We know that the world of work has always been fluid, both in situations of prosperity and crisis as it is always the people who ferry companies, in whatever situation the sea, calm or stormy, is found.

While the less qualified or less collaborative professionals are a bit at the mercy of internal and external economic situations, the potentially better ones can be a resource in any provided the company can be found.

But future leaders are capricious, attentive to internal dynamics, ambitious, are easily willing to elbow, but also to sacrifice themselves by infusing the company with important thrusts.

They are always a little restless, they judge and compare, they test collaborators and direct superiors, they can be out of the box and thirsty for challenges, they are dynamic and competitive.

They are people full of potential, but they must have a working context that understands them, makes them grow, gives them satisfaction and recognition, constantly over time, because they are a little daffodils.

The managers on whom they depend must realize their potential and must be able to evaluate, case by case, the risks of losing them, because these professionals seek satisfaction in the market.

Not all are the same and no boobs are looking for affirmations with the same intensity.

There are those who seek the progression of their salary as a self-certification of their professional qualities, those seeking greater responsibility, those seeking both, those seeking a management training course of high level.

All expectations that cannot always be satisfied with the old adage of salary increase, as not everyone puts it at the top of their priorities, indeed I would say that if a manager focuses only on that, he can run several risks.

As you know, the ambitious who chase ever higher wages and make it a priority of their working life, are unlikely to be satisfied over time with the steps they have reached.

They are the most difficult elements to hold back as they normally have a rather important ego and the satisfaction of achieving an increase dies after a short time, as the increase itself certifies in them the recognition of the “need” of the company in retaining it.

They can feel indispensable and recognized as important elements and therefore they can make it a matter of continuous negotiations with the company, also probing the market to evaluate when or how request the next raise.

Human resources who seek greater responsibility are those who derive personal satisfaction from their work, feed their self-esteem in the awareness of their role in society.

They recognize themselves as useful, but not necessarily indispensable, to the progress of the company and consider their skills a glue in relations with the company, seeking itself, or on the market if there were no opportunities, prestigious positions.

They are usually less impulsive, more balanced, but always ambitious and need to find what they are looking for, in a reasonable time, hardly barter their future and if disappointed they are willing to turn to the market.

There are also elements that seek professional development linked to the improvement of managerial skills, who are willing to trade economic claims in the short-medium term with a training course , also international, which can become an indisputable business card for the future.

These are also professional figures that can be easily lost if, hired, they are not offered a path of growth of an important level, with the consequent risk of losing them in a short time.

As we have seen, the human resources to be hired or present in the company have different needs and managers, if they want to keep them in the company, must begin to understand how they are of character, which are their ambitions and what paths to take to create them a climate of satisfaction to keep them.

Automatic translation. We apologize for any inaccuracies. Original article in Italian.