No Strain - Retain!
I WROTE some weeks ago about hiring the best talent and should anyone have tried it, I hope they've been able to hire the people most appropriate for the growth of their company. However, having hired them, the task now is to be able to keep them. And that's where the majority of organisations trip up and lose their assets - in terms of human capital. It's not enough to consider retention a year after appointment; often the chicken will have flown the proverbial coop. All successful attempts start the second induction is over.
Gilding the cage
As I said during the hiring, the most important step is to gild the cage suitably. The top performer is not so bothered about the cage; he needs the cage to be gilded. Gilded in the sense that it should be a comfortable place to stay in where he can grow, explore and innovate.
Their controllers (note that I do not say managers) need to review their growth prospects and design a career path for these bright sparks that is paved with opportunities that challenge them, help them to grow and yes, perhaps even enrich them further.
Biting the bit
Team leaders and successful managers have one thing in common. They are forever looking for opportunities to provide their top performers with challenges that push their toppers to the limit. Why? Frankly, a diamond needs to be polished and cut before it sparkles, and for the topper to sparkle, all the work given - even if sedentary needs to urge the topper to stretch himself to the maximum. These kind of people like the right to independent decision and they need authority or authorisation to go ahead with an idea of theirs. They perform well because they are given the bit between their teeth and allowed to go where they want to, they don't take the bit, a good leader actually places the bit between the topper's teeth.
Pats and claps
The best performers are really not into money or the generation of it. They enjoy the notion of being compensated well. However, what they do like is being told that they are good. The motivation that a pat on the back generates is all out of proportion with the effort that goes into doing it. A topper knows he is good, but he feels much better when others acknowledge it. If his boss does it often enough, its all that he wants. More salary is nice notionally, it's merely a justification of his expertise, the appreciation of public accolade or a pat on the back is what energises the whiz kid. Variable pay is a ploy often used by wise managers to encourage the others in them to perform, because they are working often only for the salary, noT so much for the charge perfection gives the toppers.
Over and easy
The only problem with top performers is that they sometimes work themselves to a standstill. They tend to neglect themselves, their health and comfort in the pursuit of their perfection. Good managers who want their blue-eyed performers to stay that way often make sure that they take time to de-stress and relax.
Companies with a good track record of keeping see to it that their people have enough time to unwind and relax. Holidays and assisted techniques of relaxation are sponsored by them to see that people have time to unwind. Typically the best do not flag quickly or as often as the mediocre, but when they do, the fall is frighteningly sudden. To prevent that, every attempt is made to divert the bright sparks into the realms of the unknown mystique, from Tai Chi to Yoga or even past life regression, managers have tried to give their best the best. And continue to get the results they want.
Perspiration Inspiration
The best brains and the best performers have one problem. They cannot suffer fools gladly. They have no patience with cranially challenged teammates, but they'd much rather quit than have an intellectually challenged boss. They don't expect the boss to be as good as they are, because they never judge their bosses on their capacity to work, they know that bosses are there to carry the can and help in giving direction.
If a leader fails this, then he becomes a failed leader and nothing can keep the asset there any longer. Ideally, every good manager should take care of the visioning of the team and the organisation.
He should lead from the front. The top performer is content to engineer the success, if he does not know what he's working for - he won't. He'll leave. Good managers really do have to work up a sweat to be follow-worthy. They need to inspire.
A good retention strategy is not a template. A unique one has to be developed for every bright star on the organisational firmament. Customisation is essential and what is sauce for the goose is never sauce for the gander. Managers need to be sensitive to this and plan according to the employee rather than throw in a punch from time to time.
ABHIMANYU ACHARYA
abhi.hyd@cnkonline.com
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