The Houston Astros brought home the 2017 World Series championship.
This might not have been possible but for second baseman Jose Altuve, who boasted 200 hits in the season, multiple home runs in the post-season and threw to first for the last out in the World Series win.
Altuve’s success gives employers lessons on hiring, retention and employee engagement.
Altuve didn’t fit the mold. Altuve was initially cut from the Astros try-out in Venezuela because they believed he was too short. He persisted and was signed for just $15,000. Despite the many doubters, he proved his worth, and the Astros took note.
The Astros ultimately let talent overcome stereotypes.
When employers interview candidates, many managers are consciously, or subconsciously, looking for something specific – female, attractive, tall, white, Hispanic or black.
Sometimes we think only a certain type of person can fill a role, and this may result in talent being overlooked.
Employers should consistently open their minds to the possibility that what they think they need might not yield the best results.
When employers use the term “diversity” – think the 5-foot-6 Altuve. Imagine if the Astros ultimately relied on the stereotype that short guys can’t play professional baseball.
Consider what talent you might be overlooking in the name of stereotypes, either in hiring or promotions. Organizations need talent – so consider whether you are looking in the right places or too narrowly evaluating future talent.
Altuve was loyal – through the hard times and the good. Just a few years ago, the Astros were nicknamed the “Lastros.”
Altuve recently told ESPN, “I think I was the only one in 2011, ’12 and ’13, those 100 losses – three years in a row. It’s not easy. But I think I kind of like believed the process.”
Altuve exemplifies employee engagement. Your best employees will be the ones that stick with you through the good times and the bad.
Do your employees believe in your process and leadership? Do they know your direction?
Altuve had faith and trust in leadership and their ability to get the team to this moment.
How many employees do you have that will do the same, and how do you demonstrate appreciation for those loyal to your organization?
Employees who know and believe in the organization’s mission, who understand their role in that mission and who feel appreciated and valued will be your most engaged and high performing employees.
Altuve made the last out. Altuve was playing secondbase when the ball came to him and he calmly threw the ball to first for the final out. He showed calm under extreme pressure, and performed when it mattered. While he didn’t have his best hitting game, he figured out how to get on base, score and make plays.
Your top employees are your go-tos. The ones that can perform under pressure and are gritty enough, even in the face of adversity, to find a way to get the job done.
Have you identified that top talent?
If so, what are you doing to retain them? Unemployment is at historic lows – talented employees have options.
Leaders should implement a retention plan for top performers, and encourage managers to re-recruit their top people every day.
This should not just occur with top leadership with essential hourly workers as well. This doesn’t require an elaborate planning process – some simple retention strategies such as promotional growth and development, will do.
Top talent just wants to know that you notice their efforts and reward them accordingly.
Employers can implement the “Altuve Principle” in their organizations: actively recruit and be open-minded to diverse talent, find those employees who demonstrate strong employee engagement and loyalty, and develop retention tools for your “go to” top talent.