High achievers are a boon for any organization for they are the ones who have the most impact on business results. These top performers are aggressive in their tactics and make the best use of the opportunities provided to them by their superiors or senior management.
Most companies offer target-based talent development programs for these top performers as part of the corporate strategy to empower rising stars and retain talents. However, despite everyone’s best intentions, top performers in companies almost always feel disengaged in their workplace with a good percentage actively searching for a new job.
HiCounselor brings an invaluable insight on how companies can retain top performers while building the talent pipeline.
Do Not Hinder Development
Though organizations do their best to further develop and empower their star performers, often management teams tend to make misguided assumptions that hinder the development of star performers. Management assumes their top performers are highly engaged and take action on their behalf. This may not go down well with the personal aspirations of these “stars” who may suddenly feel that their career plans are quite different from what the organization has planned for them. This is one of the many reasons we see resignations that take place immediately after an enviable promotion.
Understand High Expectations
Top performers roll up their sleeves and work beyond the call of duty because they have set a very high bar for their organizations. They work hard expecting that their companies treat them well and provide them with lots of recognition, stimulating projects and a compelling career path. The management needs to keep this expectation in mind because if their core performers sense that the company is struggling, they are more likely to be highly disappointed and on the lookout for new opportunities. Before the management tells their employees to tough it out when the bonus pool dries out, they should make sure their top performers are significantly appreciated for the high levels of contribution they put in. Management can also include these top performers to help solve the company’s biggest problems during the crisis. Companies can also keep star performers excited about the future by encouraging them to raise hands to share innovative ideas and by naming a successful initiative after the performer who pooled in to help.
Do Not Take Attributes for Granted
Let’s accept the truth: not all high performers possess high potential. The three most important attributes that define a top performer are Ability, Engagement and Aspiration. The most important attribute is ability. Employees must possess the ability to think, communicate, and use their brains to solve increasingly difficult problems. Engagement, which is the level of personal connection and dedication an employee has to the company and its mission, is equally important. This attribute is not something to be taken lightly. Simply asking employees if their job satisfaction is enough doesn't make it so. Instead, ask this simple question that is powerful: "What would make you want to work for another company tomorrow?" This prompts employees to identify their core criteria for job satisfaction and then list the missing elements.
Managers should not assume that employees will be as ambitious as they claim. It can be very difficult to measure this third crucial attribute, which is the desire for recognition, advancement and future rewards. Also, the degree to which the employee desires align with the company's goals for them may prove to be quite challenging. We have found it to be best to speak directly with high-potential candidates and ask them questions about their goals and what the price is. How quickly? What amount of recognition is optimal? How much money? So on. These responses must be balanced against the "softer" goals of individuals, such as work-life balance, job stress, or geographic mobility. It is possible to lose a lot of money if you misidentify talent. For example, you might invest time and money in a star that jumps ship, just as you're looking for her to lead a project or solve a problem.
Do Not Delegate Down
Most organizations delegate talent management to line leaders since the latter have a concrete idea of their team’s strengths and weaknesses. Of course, the economic benefits of doing this cannot be ignored either. However, it is a very bad idea to delegate the management of top performers to line managers. When you entrust line managers with the task of identifying and empowering tomorrow’s leaders, the top performers feel suffocated due to a visible narrowing down of development opportunities. The responsibility of high performers should rest with senior management if the organization intends to accelerate individual development and, in the process, business growth as well.
Do Make Top Performers Feel Special
In an actual workplace scenario that rewards hard work, even employees who are not perceived as high potentials do put in an extra effort. Some members of the management think giving top performers special consideration may create the perception of a favored segment within the organization. Many organizations even publicly avoid using the term high potential when referring to top performers. But this is a grave mistake. Companies should indeed make their star performers feel special in every way possible. This not only encourages the performers but also makes other employees willing to put in extra effort in the hope of being rewarded. Of course, whatever reward system is being doled out should be in line with his or her contributions to the organization.
HiCounselor has forged technical advances to transform the hiring landscape for job seekers and recruiters alike. Our career accelerator program provides job seekers with coaching and mentorship from industry leaders employed at FAANG companies while recruiters ally with HiCounselor to empower their hiring strategy and hone in on the best candidates. Learn more about HiCounselor here and reach out to us on LinkedIn, Facebook and YouTube.
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