Retention and Engagement

Cornelia Walter (cornelia.e.walter@icloud.com) and Zeina Matar (zm@zmic.de)
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Zeina Matar: Intercultural Consulting

Chapter Chapter 6 in International Professionals for the DACH Region, 2024, pp 77-99 from Springer

Abstract: Abstract Not too long ago, it was sufficient for employees to receive a punctual salary with voluntary, company-provided additional benefits (Fringe Benefits). Further “goodies” were neither considered by the company management nor demanded by the employees. On the contrary, employees had to endure more: they were expected to show up at their workplace and do what they were told. For this, the whole family moved, employees put up with grumpy bosses and difficult colleagues. If there were conflicts or if someone was under- or over-challenged, it was his or her problem. If someone quit, management did not question whether it could be due to the manager or the working conditions. The only opportunity for development was in one direction, i.e., the development towards a managerial position. And this often had nothing to do with leadership qualities, but with technical expertise. Some companies still maintain this type of leadership and employee retention, but in most, especially larger companies, a rethink has taken place. Thanks to a shortage of labor and digitalization, competent workers can choose their job and have developed new expectations. And thus the corresponding work environment. Employees expect fair treatment, a clear purpose of their job, and the necessary resources. And they want to grow and develop accordingly as professionals. Employees bring experience, competence, and talent. And they want a return: a job they can influence, earn money, and have learning opportunities, establish professional connections, and receive guidance from capable managers. This chapter covers several topics, all subsumed under the aspect of retention and engagement. Starting with retention and engagement, the focus is then placed on the subcategories “leadership” and “home office abroad” mentioned in the global study. Both points play a crucial role in employee engagement. Not only for international professionals but for all employees. However, in relation to employees who need feedback and a close connection to the manager, good leadership is indispensable. The opportunity to work from another country can even be decisive for those who have a family abroad.

Date: 2024
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DOI: 10.1007/978-3-658-45248-3_6

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