"Seven Hidden Reasons Employees Leave"
a book by F. Leigh Branham

Mention of my Recruiting White Paper is on the DMA website.

“You’ve got to give loyalty down, if you want loyalty up.”

— Donald T. Regan

Improving business and job market puts retention at a premium.

Now that the economy and job market have rebounded, how can you retain your best people?

That’s the challenge, according to many recent studies. At the very least, retention requires a competitive salary and great benefits. Employee involvement, recognition, advancement, development and pay, based on performance, are just the beginning of your quest to retain your best.

As The Market Improves, Many DMers Are Ready To Jump Ship

Two years of steady, if not spectacular job growth in direct marketing—and business in general—has emboldened more people to look around. Retention is the top priority at growing direct marketing organizations that are facing stiff competition for certain talent. I’m speaking specifically of seasoned merchandise, finance, IT, marketing, and general management professionals.

A top marketing executive I know, wasn’t looking for a new job when a recruiter (not this one) suggested he consider leaving his employer of 12 years to work for another company.

“I was well respected, well compensated, and my relationships with my peers and boss were very good,” the 43-year old told me. “This came up and it was too good not to explore.” Explore he did, and joined his new company in October.

This Is Excedrin Headache #1

A growing number of direct marketing job changers are seizing good opportunities in this improving labor market and creating major headaches for companies trying to retain their best people. How do companies hold onto them in an improving labor market?

The reaction to my free offer last month on personality testing was better than I expected—this being my first newsletter. A good cross-section of 22 senior-level direct marketing executives responded. But the deal was only for the first ten subjects who emailed me. The results were not surprising. Out of the ten I tested—seven men and three women—seven (70%) have the same personality and temperament type.

It’s the type that Myers-Briggs calls the ESTJ. The “Taking Care of Business” personality. Extroverted, Sensing, Thinking, Judging. And yes, it’s the same personality and temperament type I’ve been seeing for years. People who put forth a tremendous amount of effort towards doing things the right way. Individuals who are happiest in leadership positions. Because this type has a natural drive to be in charge, they are best suited for jobs that require creating order and structure ... like direct marketing.

Click below to learn more about the ESTJ Personality Type:

I would like to thank all of you who called and emailed your positive support for my new newsletter.

I am interested in hearing your reaction to and thoughts about the articles in this newsletter. What other recruiting, retention, workplace subjects would you like covered in upcoming articles?

Send me an email at les@execsearchintl.com.

Executive Search International is a nationally recognized boutique firm providing best practice search and recruiting services to the direct marketing industry.

Les Gore, founder and managing partner is a 23-year veteran of the “recruiting wars” and who Don Libey, noted industry guru, calls “The Dean of Direct Marketing Executive Recruiters.”