Page 76 - Retaining Top Employees
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                                 64     Retaining Top Employees



                                                       Don’t Get Fooled Again
                                          A misperception has developed that Gen-Xers have a hugely
                                         unrealistic perception of their worth in the marketplace.This
                                  misperception is a direct result of the excesses of the dot-com era.
                                    It’s not that Gen-Xers are unrealistic—they’re as capable as any-
                                  body at working out median salary ranges—but that for a brief but
                                  well-publicized period of time some high-profile employers paid unre-
                                  alistically high salaries to Gen X employees.The fact that the Gen-
                                  Xers happily took such salaries while they were available doesn’t mean
                                  that everyone of a certain age now believes they’re worth more than
                                  the marketplace will pay.
                                 The Organizational Culture
                                 Every organization—irrespective of size, industry, or location—
                                 has its own culture. Organizational culture isn’t just composed
                                 of grand things like vision, values, and a mission statement, but
                                 it’s also (even more so) defined by “habits”—the ways in which
                                 the organization does things, how its members communicate
                                 and interact, and what’s expected and accepted and what’s not.
                                    All employees (not just top performers) will naturally stay
                                 longer with an organization where the culture makes them feel
                                 at home, as opposed to a culture that’s threatening, overpower-
                                 ing, or just plain “blah.”
                                    In smaller organizations, culture is easier to control, because
                                 it’s almost certainly a direct reflection of the attitudes and
                                 beliefs of the founders. However, once an organization grows

                                                        Small Is Beautiful
                                         Some organizations go to extremes to avoid developing a “big
                                       company” culture. Inc. Magazine (a “must read” for anyone deal-
                                  ing with retaining top employees in a small or medium-sized organiza-
                                  tion) regularly presents reports and case studies on founders who
                                  have stopped growing their companies for fear of losing an important
                                  cultural ethic.
                                    Meanwhile,for  the  same  reason,Tetra  Pak,one  of  the  world’s
                                  largest  packaging  companies,refuses  to  let  any  one  site  become  larger
                                  than 250 employees. It simply builds a new plant or campus when
                                  employment at one location gets too high.
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