By Troy Claydon
As someone who has led multi-cultural, multi-background teams in dynamic, high-pressure environments ranging from medical response to non-permissive conflict zones, I’ve seen firsthand how the concept of success and what it takes to achieve it has evolved. A decade ago, retention strategies centered on stability and financial benefits, more simply put, how long is the contract, and what is the day rate?
Fast forward to now, with Generation Z entering the workforce, and success requires a far more nuanced approach. The key from what I’ve witnessed at Panoptic Solutions lies in recognising and respecting the need for an emphasis on culture and the “why” behind people coming to work, both at an organisational and individual level.
Many companies these days have some form of program designed to nurture their high-achieving staff. With good reason, these individuals can have an enormous impact on business success, whether it’s sales or human resources. “A” players have 10x results. However, the challenge extends beyond identifying potential.
One of the great questions I’ve picked up with recruitment and placement in the business now is;
If I employ this person, will they:
A) Improve the status quo or take the role and business to another level.
B) Maintain the status quo, or
C) Have a negative impact.
Also, what are their attributes like as a person, regardless of the resume, and how do they present?
Today’s workforce is markedly different from that of a decade ago. Generational shifts and societal changes have introduced a wave of employees who value purpose, flexibility, and belonging more than the traditional markers of success (or historically, the length of the contract and the remuneration). Yet, disengagement within this cohort has been remarkably high because it’s now about aligning their beliefs with the company’s mission. Jean Martin and Conrad Schmidt noted in their research for the Harvard Business Review, “12% of all the high potentials in the companies we studied said they were actively searching for a new job.”
Even more sobering, nearly 40% of internal job moves for these high potentials fail, leaving companies scrambling to fill critical roles and exacerbating the talent retention gap. At Panoptic Solutions, we’ve observed similar challenges as many no doubt in the layers of security operations and business deals, underscoring that this is not just a leadership issue but a cultural one.
A question for me is whether the solution lies in fostering an environment where employees feel recognised, because I’ve seen people crawl over broken glass naked for recognition vs remuneration. About 4 years ago, I moved from recruitment to retention as the strategy for our workforce development, and now I focus on creating clear pathways for development. We’ve built inclusive mentorship programs, encouraged cross-functional collaboration between operations, administration, and planning, which gives the workforce a broader capability and remit, it also creates cohesion amongst teammates. This approach ensures employees see more than just a job; I believe they see hope and opportunity.
Leadership Failures
Leadership transitions can be fraught with challenges, as evidenced by the 40% failure rate noted in Harvard Business Review. To address this, our company ensures our leaders are offered flexibility, creating meaningful roles, and encouraging ongoing learning opportunities.
Future leaders are vital to any organisation’s success due to the impact they have as they’re coming up. Their demonstrated work ethic, their desire to promote culture, the brand of the business, and how they generate new levels of success. Yet retaining them requires intentional strategies emphasises skill-building and recognition programs. By aligning individual aspirations with the company’s goals, we maintain engagement and loyalty among top performers.
The Bottom Line
There’s no quick fix for engagement, but one truth is clear: the companies that prioritise culture, respect individuality, and offer real value with opportunities around personal development rather than professional development that just suits the company will not only achieve talent retention, they’ll enjoy the secondary and tertiary effects of an inspired workforce that connects and networks on its behalf to develop the business into new areas of growth.
As Martin and Schmidt emphasised in the previously mentioned Harvard Business Review article, “disengagement within this cohort of employees has been remarkably high.” Addressing this reality requires a fundamental shift in how we view leadership, culture, and the individual contributions of our team members.
When you recruit a new hire, you’re recruiting a person, not a staff member, a personality, a backstory, an individual who has goals and aspirations. Taking the time to find alignment between the company and the cohort is critical to future success.
About the Author
Troy Claydon is a Registered Paramedic with a Bachelor’s in Paramedicine, a graduate Team Leader of the Ronin SA program, an Australian Defence Force veteran, and has completed multiple deployments in Iraq as a Private Security Contractor. For the better part of the past two decades, he has been the Managing Director and Founder of Panoptic Solutions, a leader in Australia and Asia’s executive protection and security operations. Outside of enjoying time with his family, he practices both Japanese and Brazilian Jiu Jitsu where he can.
References:
Martin, J. & Schmidt, C. (2010). How to Keep Your Top Talent. Harvard Business Review, May 2010.
