Holding the interest of your top performing employees has never been so essential to the successful outcomes of your business.
As various industries move forward, it’s becoming increasingly apparent that good people drive great companies from the ground up.
There’s a special excitement that comes from hiring a top performer, something just clicks in place within weeks and they hit the ground with certainty. They learn quickly and pass on that knowledge when somebody new joins the company, communicate easily and use their influence over key players to shape their department or even the wider company story for the better.
After a time, retaining these high flyers becomes a task and one you can meet with energy and confidence by following these four steps:
Recognise That 9-5 Is Dying
Be flexible. These people have invested their time, passion and drive into making your company or business a better place – they also have families, lives and work style preferences.
An increasing amount of companies are opening themselves to the fundamentals of flexi-time agreements as technology continues to outpace old modes of communication and work.
Allowing your bread and butter to work from home a few days a week or negotiate their own hours will ensure you get the best out of them, during their peak productivity periods.
Lead From Behind
We’re not saying neglect your management duties and let the wheels fall off, but a significant component of hiring talented people includes giving them the tools they need to succeed and getting out of the way.
Micro-management is hideous. Management via fear is almost extinct. Hiring a candidate for a role entails the acceptance that mistakes will be made.
Successes will be won and experiences are worth more than any lecture/monologue you’ve prepared.
Give Praise
If they’ve done a great job, say they’ve done a great job. Don’t take their success and make it your own, and similarly, don’t distribute to the team if the employee completed 90% of the work required.
Commitment, performance and improvement should all be recognised and built upon to keep those fires burning.
If correction is in order, turn it into a conversation and set employee driven goals around key areas of potential – every experience can be positive and constructive.
Ask Yourself – What Are They Worth To The Company?
Too often, employers are hesitant to lift remuneration packages, even if an individual has performed consistently to the highest possible standard.
Expecting the world and not delivering monetary recognition will encourage those same people you rely on to investigate greener pastures. And by greener, we mean those fields with a higher pay check.
You’ll end up pouring the same expense into replacing them, training the new recruit and hoping their successor lives up to their departing reputation.
Need Further Advice? Talk To Harrison Human Resources
With our HR Recruitment and Onboarding service, our consultants make it easy to attract and help you retain high performing employees.
Simply click here to request an obligation-free 15 minute phone consult to get some initial advice on your HR needs.
Claire Harrison is the Founder and Managing Director of Harrisons, a flourishing HR consulting business that sprouted in 2009 from Claire’s passionate belief that inspiring leaders and superstar employees are the key success factor to any business. With over 20 years’ experience, Claire has worked as a HR Director of multi-national organisations, as a Non-Executive Board Director, and a small business owner. Claire’s corporate career includes working with companies such as BHP, Westpac, Fonterra and Mayne Nickless.
