The brain drain has been blamed for much of the turnover in middle to senior management in SA companies. While it may be an exacerbating factor, it is not the only reason for the high rate of turnover in executive positions, says Doug Leather, MD of Bryan Hattingh Executive Services, a career management consultancy and executive search firm.
No formal research has been conducted in SA, but research in the US indicates that 40% of middle to upper management fail within the first 18 months of their appointment.
"Whether they leave voluntarily or under duress, the reason is lack of performance," says Leather. "The reasons behind their inability to perform, in many cases, have little to do with their qualifications, experience or formal skills.
"In 82% of cases it is the inability of the manager to build good relationships with peers and subordinates. In 58% of cases there is confusion in understanding the expectations of superiors. In 50% of cases it is the inability to manage the `politics` inherent in a company structure. The fourth factor, which accounts for 47% of cases, is the inability to identify and fulfil the two or three most important objectives of the new job."
The idealistic skills and character requirements of the candidate profile is perhaps the first point of failure, Leather believes. "Companies often look outside their organisations for fresh talent. They always have perfection in mind, and present the search company with a job description of their `ideal` candidate. Perfect matches are rare," says Leather. "In many cases, too, the criteria set down in no way address those four areas identified as the downfall of so many managers."
Profiling of both potential employee and position is critical, as is the need to profile the cultural match. A candidate could be perfectly matched in terms of qualifications, skills and experience, and still be a dismal mismatch when it comes to political competency, organisational culture, ability to identify with goals and objectives, and ability to build relationships.
Leather says potential employees should be warned about the positives and the negatives involved when joining a company. "If a candidate is forewarned of the difficulties that may lie ahead in his new position, he would be better prepared to cope with them when they do surface."
A more honest approach is needed when selecting a suitable candidate, an approach which can only be achieved if companies recognise that a suitable candidate should possess more than impressive qualifications and track record.
"You could have the most brilliant and talented manager make a disastrous career move because he is motivated solely by a bigger remuneration package and more status," Leather warns. "An ambitious person may succeed in one place by pushing others hard, then move to a different company and find his style is considered too abrasive, and he does not gain the co-operation of his team.
"To prevent these disasters, executive searches should be combined with competency and follow-up."
* Doug Leather is MD of Bryan Hattingh Executive Services (BHES), a career management consultancy and executive search firm.
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