Why does the turnover rate of "airborne troops" remain high?

"Airborne troops" refer to those employees or executives transferred from other places. They are usually very popular and enjoy a high reputation in the company or industry. Enterprises transfer them here in the hope that they will become core talents and help enterprises solve difficult problems, but the reality is often unexpected. After some "airborne troops" came, they did not receive the expected results and finally left in a daze.

The weakness of "airborne troops" is instability. Peter drucker, the father of modern management, once said: "Core talents cannot be effectively managed. Unless they know their own particularity better than anyone else in the organization, they are useless at all." Peter drucker's understanding of core talents is very clear. He knows the importance of core talents, but he also knows that any talent needs management, and core talents are no exception.

The biggest weakness of "airborne troops" is precisely that it is difficult to manage. They are generally very talented and experienced, so enterprises will trust them and invite them to solve problems. But theory belongs to theory and practice belongs to practice. They may be full of knowledge and experience the feeling of "landing" in reality. Someone once made a statistic, and the data showed that no more than 20% of "airborne soldiers" could stay in the new company for more than one year. "Airborne soldiers" have been in the new company for more than 3 months, even if they "landed successfully"; If it exceeds 1 year, it can be considered as "successful integration".

Imagine that many employees have worked in the enterprise for a long time, all of whom are senior, but suddenly an "airborne soldier" came halfway and told them what to do. There is no contradiction. It is agreed that once there is a contradiction, neither side will accept it. How can we do this job well? This phenomenon of "acclimatization" is the main force hindering the work of "airborne troops".

What's more, business owners are looking for "airborne troops" and paying them more because they have great expectations. Bosses' attitude towards "airborne troops" is highly utilitarian. Bosses will say, "Go ahead and do it. I support you unconditionally." It seems that he, like Liu Bei, cares nothing, but when the drastic reform of the "airborne troops" meets resistance, the boss will step aside again.

Recruit and upgrade to improve the survival rate of "airborne troops" The failure rate of "airborne troops" is so high, so how to improve the survival rate of "airborne troops"? It is suggested to start with the following steps:

1. Improve recruitment standards

In the recruitment stage, to improve the standard of "airborne troops", we should not only assess theoretical achievements, but also pay attention to practical ability. The boss should understand that not all "airborne soldiers" are suitable for his own enterprise, and he should choose the most suitable "airborne soldiers" instead of the "airborne soldiers" with the best resume. In addition to paying attention to professional ability, we should also pay attention to whether the "airborne soldiers" share the same values with the enterprise and whether they can integrate into the enterprise.

2. Split expectation standard

Many times, business owners expect too much from "airborne troops". You know, they are not superhuman. Even if they have outstanding abilities, it doesn't mean they can solve all problems. Might as well break down the expected value into several parts and list them on the schedule. Even if it is only partially completed, it is better than before.

3. Soil is the key.

Choosing "airborne troops" is like transplanting flowers and plants. If they want to "take root" in the enterprise, they must have suitable soil. Corporate culture, team atmosphere, team members' quality, team members' support and understanding of the work, whether the objectives and tasks are clear, whether the powers and responsibilities match, whether the reporting route and process route are clear, etc., are all soil.