As a partner or manager, in addition to making sure your
own career fulfillment is in place, you need to ensure that your staff is
experiencing career satisfaction as well. Younger workers especially will not
remain on the job if they don’t have a sense of inclusion where they are. They
will soon be looking for somewhere else to practice their profession.

That said, if you had to select one area to focus on to
increase employee satisfaction, where would it be? Compensation (salary, bonus,
profit sharing, etc)? Career opportunities (promotion, title, office, etc)? Or
challenging assignments?

Actually, it’s a trick question because the answer is all
AND none. All are important, but none represent the most significant aspect of
employee satisfaction.

Recently I read an article about yet another study that
highlights the correlation between social support and employee contentment. If
your staff feel a sense of connection to your firm, they will perform better,
be happier and are less likely to leave. In fact, social support is more of a
predictor to job satisfaction than anything else. If they feel like they have a
place and it is recognized by others, they will provide the discretionary
effort their position requires.

Regardless of what your firm thinks, you should be active
in connecting with your staff. They need it, look for it, expect it, and the
best will leave without it. Yes, it’s extra work. Yes, you may have to be
involved with something you’re not very good at or care that much about. Yes,
you should do it even though the other partners don’t.

I  know and work with partners and managers who assume this responsibility and they find that they
outperform other partners, offices and departments. Other staff ask to transfer
to work for them. It’s the reason your best talent stay with you.