People Really Only Care About These 3 Things at Work — Do You Offer Them?

When people leave their jobs, they often give polite reasons: “looking for growth”, “better adaptation” “more comfort”. But after hiring people and managing and losing people, some better opportunities, some – most job satisfaction I believe that only three things are boiling.

Everything else is the noise. Perks, policies, headings or offsites can help, but they are not found. Remove all and where people really care about here.

1. Large compensation

Fair payment is the basis. Competitive payment is magnet. Exception Payment is the reason for someone to continue the calls of employers.

Compensation is not only related to money. About respect. People associate their salaries with their estimated, reliable and seriously. If your best performers are small, not only risk the circulation, but also not worth a reward of perfection.

Remember that “Great” does not mean the highest to the market. Means high enough to extract money from the list of concerns. You want to do the meaningful work of your people and do not think about an increase in growth or strike every year.

In addition to the base salary, it increases capital, performance bonuses and clear, transparent criteria. When people understand how the decisions they paid and believe that the system is fair, they remain longer and give them more.

If you are a manager, your business is to make a lawyer for your people who deserve your people. Don’t expect someone to bring in a performance review. Be active because your opponents are already.

Related: This is what these job seekers wanted the most

2. To learn intelligent colleagues

No one wants to be the smartest person in the room. People want to grow, and this is the fastest when they surround by others they respect.

High performers are looking for a problem. They are looking for both business stability and stimulation. A team filled with sharp, thoughtful, interesting people is more enthusiastic than any job title or KPI. If your team is full of generals who never push the borders, the best people will be quietly separated to where they are left.

But this does not mean hiring for raw IQ. This means that you are just asking for big questions, to give you a meaningful feedback and get an error. Debate means creating an environment where learning is stable through debate, cooperation, code reviews, design criticisms or customer garbage.

A strong learning culture is more than maintaining the best talent. Builds institutional durability. When people feel correct, do not need to be trusted in carrots and sticks. The job can become its own reward.

3. With product or success

You can pay well. You can build a ghost group. But if the product does not go anywhere, people lose steam.

Everyone wants to feel or want to feel like part of something that works. In fact, I say that it will be a bigger thing to my team in Oystink every day. Everything is about belief that traction, clarity and progress are true.

There is no need for perfect results. Needs forward motion. When the product is earned by users, solves real problems or opens new opportunities, the command is providing energy. Here it strengthens the meaning of the time he has invested.

Lack of satisfaction, drag on the other. The teams lose the relevance. High performers are stuck. Meetings begin to feel like optimism training, not planning. You do not have to win the market every quarter. However, it is necessary to make a way to win and know how each of the teams contribute to this journey.

As a leader, this means that this means that the product is often and honestly. Record real victories. Be transparent on failures. And combine the points between individual work and company goals. People will run away from the walls when they run right to something meaningful.

What about everything?

I wonder what about comfort? Culture? Work-Life balance? Differences – but they tend to behave like no drivers, but as exchangers.

A strong culture makes three main factors more durable. Agility protects talent, especially if work and people are already strong. But no one stays in a job because there is a remote policy or free snack.

If you receive, even the best culture will not save you. If your team did not learn from each other, the first one can not fix the stagnation. If your product goes to anywhere, even a generous PTO policy will also feel like a consolation award.

People leave because of snacks or slogans – they leave themselves when they do not feel valuable, challenged, squares or ahead. Get the core three right and the rest of the optimization. Make them wrong and everything else is to control damage.