How Quantum Mechanics Can Help You Turn Job Hopping Employees Into an Asset



Many executives might view the job-hopping reputation of millennials as a cause for frustration. When they look at the issue, these executives mainly see the high costs of employee turnover.

But there is another side of the coin: Millennials are more savvy than past generations when it comes to seeking jobs they find rewarding. Executives of best-in-class companies know that happy employees are more productive employees — but there is still a problem to be solved here: What is the right mix of addressing job satisfaction and the costs of turnover and new-hire training? What approach can a company take to maximize investment and minimize costs?

When devising a solution to this quandary, executives should consider the propensities of the quantum field, a.k.a. “the Field.”

Understanding the Field

What is the Field? The Field, which is also referred to as “quantum reality,” is a matrix of electromagnetic waves that permeate everything. “So what?” you may ask. Consider the following reality as proven via scientific experiments and measurable observations:

  1. At the base of all physical matter are tiny electromagnetic energy waves.
  2. As two electromagnetic waves intersect, they exchange data.
  3. Communication in the Field is instantaneous.

This reality means that all living and innate matter in our world is connected at every single instant. But how can understanding the Field help solve the challenge of job-hopping millennials?

The Field’s Two Key Attributes

Let’s examine the top goals of the Field.

The ultimate goal of any corporation is to grow, to generate a profit, and to distribute that success to its shareholders. This is in complete alignment with the Field’s No. 1 priority: expansion.

Everything in the universe has a drive to expand: humans, animals, plants, bacteria, and even the universe itself. The urge toward maximum expansion/growth is also related to the Field’s second most important attribute: balance.

Crops in the Midwest flourish when soil is in ideal balance, not too dry and not too wet. In the business world, a company’s growth and profits are optimized when suppliers, operations, and customers are in an ideal balance. The right mix of supply and demand through the vertical supply chain yields the optimal profit. When applied to corporate employees, numerous studies show that happy employees (balanced employees) are as much as 20 percent more productive.

Solving the Problem of Job-Hopping Millennials With the Field

But how does one use this massive web of connection and its attributes of expansion and balance to solve the challenge of the job-hopping millennial?

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Before we can consider looking at the challenge through the lens of the Field, let’s boil down the issue to its simplest state. The problem could be restated thus: At one end of the spectrum, we want to contain costs that cut into our profit, and at the other end of the spectrum, we know that greater production comes from happy employees. Put even more simply, we are looking at cost containment vs. higher job-level production. In simplest form: contraction vs. expansion.

Thus, in devising the solution to the challenge of job-hopping millennials, apply your awareness of Field attributes and shift your focus to the expansion side of the equation. To put it bluntly, adjust the corporate culture to favor the millennial. The goal of the new culture will be to create an environment which encourages (or at least actively supports) the millennial’s ability to switch jobs within the company. Doing so will not only decrease turnover of millennials (and all employees), but it will also statistically raise the number of employees who are happy coming to work every day — which means a higher production per employee ratio.

As an example, you might consider a two-tier job rotation program. Tier one would be a two-year job rotation program for those employees who are searching for a role they enjoy, while tier two could be for those employees who have found their niche and want to stay in the role for 5-7 years. Effective cost management cannot, of course, be discarded, but it should be used as a tool in the design process of the job rotation solution.

Leveraging the structure of the Field and applying its attributes in designing a solution yields four benefits. First, by taking a Field-based approach to the problem, you’re getting a solution to the immediate challenge of higher costs due to turnover and training. Second, you’re getting as much as a 20 percent increase in productivity from happier employees. Third, you’re creating a culture that will be more dynamic and adaptable in responding to future staffing challenges. And fourth, by implementing a Field-based approach to the situation, you’re getting the attention/response of the Field.

What do you do when you become aware of a top performer on your team? You support them, you give them raises, and you promote them. In short, you ensure all resources are available to support and retain the top performer. It is the same with the Field: When it becomes aware of an entity implementing Field-based solutions, resources are aligned in the Field to catalyze the trajectory of success for that entity (i.e., diverse suppliers, better customers, top talent). The greater the success of the entity, the more the Field will catalyze that organization in the future. Why? Because a perfect self-feeding loop has been created: The more a company grows and expands, the more the Field expands, and the more subsequent support will be available to the company so that it (and the Field) can reach higher levels of success (expansion).

Are job-hopping millennials a headache for management? That depends on your perspective. If you’re focusing your energies on cost reduction, then you will be trying to find ways to make millennials conform to the corporate culture. The goal here is to keep the culture static and keep costs low. This perspective sees the issue of job hopping as a problem.

Looking at the challenge through the lens of the Field, however, millennials are an asset, given their heightened desire to find roles they enjoy. Costs may slightly rise in the short term, but the long-term productivity will more than offset those costs. This perspective sees the issue as an opportunity.

The cost-containment perspective vs. the Field perspective: Which will you choose?

John Jay McKey is an accomplished data analytics expert and successful business leader. His new book is Leverage the Field for Success – Using Quantum Reality to Succeed in the Corporate World.

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