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Tucker suggests working with your managers and top performers to identify what backgrounds, skills or personality characteristics your retainable employees have in common.
For example: If a top salesperson sees her current role as a rung in the ladder up to senior management, outline some long-term goals that will get her there. If another is just in it for the money, keep him in challenging roles that will reward him for working hard and allow him to play hard.
Its also critical to keep the line of communication about careers wide open between employees and managers, especially because career goals change over time. Build more opportunities for employee check-ins (formal and informal) with managers. As Tucker points out, Individualized conversation needs to happen on a regular basis. What retention strategies have you seen work in a high performance environment?