A few days ago, I was honoured to launch the first SpinTalks event at Foundry, Luxembourg. SpinTalks is a set of short conferences directed to startups, offering practical advice and insights on how to build, grow and scale their project or business.
Last week, the Dublin Tech Summit invited one of the most prestigious Tech Leaders in the world to speak about the future of Technology. From consulting businesses to blockchains specialists and digital banking, one guest was specially exciting, as he represents the dreams of many school boys, including myself at that age. Chris Hadfield was the first Canadian astronaut to walk in Space and stayed in the International Space Station (ISS) 166 days of his life. Yes, you read it right almost 6 months of his life in space! Over the course of one hour, Chris made us dream about what seems impossible for most humans: going to the moon or another planet and living there. Chris came to Dublin with a precise idea in mind, talking to us about "Extreme Leadership". But above everything, he demonstrated to us that everything is possible, even for a boy raised on a farm in Southern Ontario. How?
Most of the leaders like to discuss in greater details the “Performance” topic. It is noticeably clear getting results is not just a game number and repeating systematically the same action overtime. Performance comes from “Employee Engagement” and more specifically the willingness for an employee to be mentally engaged in his company where job options are many.
In good and challenging times, company leaders are always the ones who need to give the purpose and the direction. My MBA Thesis from Henley Business School offered some recommendations based on academic and field studies, on how leaders can increase employee retention and make a difference.
Leaders can reduce employee turnover through their roles in their organisations and the one of their leadership team. We have covered this before in two detailed articles around leadership and how to be bring purpose to your employees. But what else?
Employee retention. Who has not discussed this topic before? What could be done? Can leaders have a better impact on the challenge? Or is it just the present context in the IT sector in Ireland, especially in Dublin, that generates this problem? After 12 years working for multinationals and Irish companies, both as a leader hiring talents and as an employee constantly approached by recruiters, I decided to try to understand what was going on.