What’s the #1 issue on the minds of executives this year?

The hiring and retention of top talent.

This week, we put together our top list of answers to a burning question: What gets employees to join us and stay?

While the answer varies by employees, our work and research reveal a collective “wish list” that may surprise many in the C-Suite. In the list following, we share some of the most sought-after wishes we’ve heard…and those that are most frequently brought up as unmet needs. You’ll notice that nowhere on this list are promotions, salary increases or bonuses – the things most execs assume are inspiring people to stick around for the foreseeable future.

1. Show us you care about us as people, not just our work products.

Managers need to remember that one of the most important things for humans is to feel seen. Ask a few questions about your team members – what’s their favorite thing to do outside of work? Do they have partners/kids/pets? What would they love to do if they had more time? Then ask them about those things! Invest a little time in your people and they will reward you with their time and enthusiasm…now and into the future.

2. Recognize us and show appreciation.

It used to be that the reward for a job well done was a paycheck. With statistical 100% employment, that no longer works! People appreciate acknowledgment for doing their jobs well. Jobs don’t inspire and motivate people; leaders do. By reinforcing the behavior you want and need, you’re more likely to keep getting it. People need to feel that their work is good and is making a difference. And if it’s not, coach them to meet expectations.

3. Tell us what happens with employee suggestions.

When people make suggestions – especially when they’re asked for suggestions – close the loop. Let them know the action that’s being taken. For example: “We’re looking at how this might work for us…” (if you truly are!); “We’re going to implement it…” (and when they can expect it); or “We’re not implementing it, but here’s why…”. This lets people know they’re valued and that their input is valuable, and they’ll then be more likely to continue engaging.

4. Make sure our supervisors are trained to be managers and have the same idea about our culture.

It’s far too common for people to be promoted because they’re great individual contributors…and then given no training on how to manage. Train managers to be great leaders and motivate their people. It’s no longer the job of managers to tell people what to do. Instead, much of what we get to provide is clarity of mission and a forward-looking focus. We get to talk less and listen more. And if your organization has more than 6 people in it, your “organizational culture” is basically comprised of how people are managed. Ensure that your culture is operationalized so that managers know how to “walk the talk” of your culture – and are held accountable for doing so. Everyone will be more engaged and productive, and they’ll be more likely to stay.

5. Tell us everything you can – and, when you can’t, be straight about it.

People want to know what’s happening and why…in a direct way. Tell them what you know when you know it.  Don’t spin.  Chances are, you’re currently waiting too long after getting key information to communicate it out to your teams. A recent study by the HR Director revealed that 2/3 of people want more responsibility at work and 73% want to work in a more collaborative, collegial culture. Only 1 in 5 say they want their boss to make all the decisions. The more you can pull people in and engage them in what’s going on, the more engaged they’ll be and the longer they’ll stay. Furthermore, holding onto information creates rumors…and rumors are deadly to healthy cultures. The best way to stop the rumormongering is with information.

6. Be clear on expectations and don’t micro-manage.

People rise to the expectations set for them.  Many problems in organizations are caused by a lack of people understanding expectations, or a misunderstanding of what is needed and expected. Have you developed and articulated your expectations? I’m sure you’re clear on what you expect…but are they? When was the last time you checked in with your team on expectations? Younger workers thrive best with frequent and collaborative interactions. Check in with your people. Then, once you’re clear on expectations and are sure that your teams are clear as well, don’t micro-manage them!

7. Connect our work to the organization’s values (especially key for younger workers).

The biggest reason that people voluntarily leave their jobs is the feeling that the organization’s values and their own values don’t align. We have two generations (Millennials and Gen-Z) who are more purpose-motivated than any generation before them. Do you make your organizational values/mission/vision clear? Do you connect people’s work to those things? Even if someone’s job is cleaning the floors, you can connect it to organizational values. If you can’t, maybe it’s time to look at your values.

So that’s our shortlist.

Best of all, most things on the employee’s top wish list are free.

On which of these skills do you need to focus?