When recruiting one into your company, several techniques and psychological tests are normally used in hiring. They are intended to help ensure that you are making the right choice and that the individual stays, not leaves immediately — so-called "employee turnover." A helpful device in your firm or staff is to learn about what drives individuals with so-called career anchors. Every individual who you enlist arrives with a set of reasons and expects something from the firm in different ways. My own history has been that if you work in terms of career anchors, you are likely to be successful. It is helpful to remember that all persons — your employees and yourself as well — have things that interest them. Once you determine the anchor of a current or potential employee, you are able to work with it to both of your benefits.
The developer of the concept of career anchors, Mr. Edgar Schein, classified them as:
This is, in my view, the most common anchor. They need security only. These are normal employees who desire a paycheck and time off and will accept company regulations — work schedules, policies, missions, and visions. They enjoy having expectations set, will fulfill them, and in return enjoy their feeling of stability. They will also be more likely to seek that same stability in home life and relationships.
This is the opposite. As a manager, what you need to understand is that this person craves ultimate flexibility and freedom to work on his or her own pace. They don't want to report to anyone or be constrained. If you understand their psyche and give them what they need, they will give you extraordinary value. They are best handled one on one. They do not work in teams often but may have knowledge that's vital to your business. Define end-work parameters — for instance, "Do it where and how you want, but I have to have it on my desk by this deadline. Is that acceptable with you?" You'll often encounter these types with freelancers.
When managerially oriented, those are the ones who are interested in upward movement - corporate ladder climbing. They must be recognized as process or people leaders. They like big organizations where there is room to move up. In small business, offer leadership positions or independent project with room to grow. Management is above technical competence with these individuals.
This is the quintessential specialist. They are the driving force behind the expansion of knowledge in their specialty, staying up to speed every day and getting to be in-house experts — the firm's "walking encyclopedia." They're indispensable if you want to be cutting-edge in your industry. They are characterized by what your firm is doing and how technologically challenging it is. They tend to accumulate most of the firm's knowledge and tend to develop in- house documentation or materials.
If your company needs innovation, you need to have this one person. They’re bursting with new ideas and charged with the excitement of creating or inventing something new. They couldn’t care less about profits - they’re all about progress. Let them run wild and see what happens. Once they’re done with one innovation, they’re already planning the next. These are the kinds of people who will propel your business into space.
They are competitive types, often in sales. Tell them something "can't be done" and you're waiving a red flag. They'll demonstrate that it is possible and overdo it to do so. They are the driving force of the company, pushing against the toughest obstacles. Set high goals and let them work out how to achieve there. Better yet, let them determine the reward in advance — they'll bury the goal and come back and say, "Boss, it is done — ahead of schedule." They are intolerant or hard to be with with those who don't share their enthusiasm and are upset in inconsequential things. Give them a game to play and autonomy, and you're winners.
This is a fascinating anchor. This is one who needs work to be meaningful – getting paid is not enough. They need to be doing something good and meaningful towards a cause or body of beliefs. These are very loyal and will stay with one company in the longer term if values are aligned. Money is less important. They like helping and are glad to receive compliments. They will want to read your company’s values, mission, and vision if these are briefly stated.
In short, these are the persons who place home and domestic life first. They are willing to work but on conditions that are not inconsistent with home life. They may seek part-time work or home flexibility. But if you are willing to compromise and let them give you what you need in ways that are in tune with their life, you may be surprised with what they are capable of doing.
It's helpful to me to learn and understand these anchors and who is in front of us and what is driving them first and foremost. Of course, individuals have multiple anchors — not one in particular. There is always one that is most dominant, though. I also like to share these anchors with the people I work with so that they will have that in mind and we will have the best possible cooperation between all parties involved.
Well, as I look ahead, I see myself.
With regard and appreciation, Jakub Karásek, MBA and LL.M.