What are your best practices for keeping top talent?

Here are some tips that work well for me: 1. Be consistent 2. Be transparent with recognitions and positive feedback (create examples for others) 3. Keep it short and regular (eg. in weekly 1:1s) 4. Get comfortable with providing constructive feedback - most people would really appreciate it

I use a theory, sort of based on Maslow's Hierarchy. It leads to engagement, which ultimately keeps great talent at your organization. In order, these needs must be met: 1. My Needs: Employees require a manager who acts as their Champion; provides direct and constructive feedback; provides opportunities and removes barriers to success; 2. My Environment: Employees want to work with other talented people that set the standard; have at least some "exciting" work; workplace/format that allows for flexibility, learning and live social interaction (with colleagues) 3. My Company: Employees want to understand and find alignment with the company vision, mission and values; belief in the company leadership; pride in being a part of it.

Feedback + Action = better results. There's no use giving feedback if there's no direction given on outcome, what difference this feedback will make. If you expect different results from your feedback, make that clear - and of course constructive. If it really is 'more of the same' you're looking for, more of the same is what you get - so think about how feedback will elevate and improve outcomes for the individual or your team.

At last week's SHRM conference, speaker and author Bob Kelleher talked about 9 things that employers can do to drive engagement. One of them was to show more appreciation for your employees. 69% of employees say they will work harder if they were better appreciated. Bob suggested a great idea - put a recurring reminder on everyone's calendar that says "recognize someone." Its a no cost, big impact way to jumpstart recognition across your organization.

Be Specific: According to me, it’s important to be specific in your feedback, provide feedback in a timely manner, focus on the behavior rather than the person, offer both positive and constructive feedback, and be genuine and sincere in your recognition.

High performers are always looking out to up-skill, challenge and grow. It is also important to identify their strengths and give them opportunities to leverage their expertise and strengths. Enrolling them in leadership training programs, coaching them to be mentors for the next generation and challenging them to work on something that is out of the box is what excites high performers. Apart from this, creating visibility and empowering them makes them feel valued.

1) Provide clear career path for employee development and growth. 2) Engage on ongoing challenges aligned with career goals. 3) Invest in training and development. 4) Effective Performance Management System and reward process in place.

To promote growth opportunities, encourage skill development through training, mentorship programs, and continuous learning. Create a clear career path, offer challenging projects, and support employees in pursuing additional responsibilities aligned with their professional goals. Regularly discuss career aspirations and provide constructive feedback to help them progress.

This is the primary factor. Top talent need to have opportunities It's not just growth. It's opportunities to fulfil their career dreams Literally, see how high they can climb. Give room for them to take off and fly!

Creating a happy workplace is all about building a good atmosphere where everyone can do well. This starts from the top - if the boss doesn't set a good example, it's hard for everyone else to feel positive. But as a manager, you can make a big difference. By being supportive and understanding, and helping your team through tough times, you can make work a better place for everyone. Understanding what your team needs is really important.

A strong work culture is central to a positive work environment. For this, it's prudent to clearly communicate what your work culture is. At our organization, it is - Work Hard - Learn - Grow - Have Fun Everything that we do revolves around strengthening this culture. We consciously hire talent that's naturally aligned to this and they play a big role in creating a positive work environment.

Leadership's role in cultivating a positive work environment is crucial. Beyond acknowledging achievements, it's important to recognize how employees contribute to the team's positive atmosphere. This recognition fosters a sense of value and belonging, crucial for employee retention. When considering a job change, factors like trust, respect, and openness are key. Leaders who acknowledge these aspects create a nurturing environment, essential for keeping top talent engaged and committed.

Culture should be clearly defined and promoted loudly, by your employees as much as you. Be brave and open even if the way you operate goes against the grain. Feedback, challenging, honest environments - may be daunting at first but will build a positive work environment where people feel safe to be themselves.

I think a huge one here is to use the power of storytelling. We’ve consistently found that telling the stories of your people and of the cultures that keep them connected, helps you: 1. Drive pride and connection among your team (leading to retention and performance) 2. Attract the right external talent to apply and join you 3. Reinforce the performance and behaviours that you value most, and guide your workforce towards these.

Some organisations are still guilty of too narrow a focus on engagement. We advise taking a step back when looking at how to improve employee experience (and retain top talent), to look at empowerment and enablement as two critical areas. To better empower people, fostering stronger trust is all-important. Here's what to look at: > Clear role and responsibilities > Superior willingness to delegate > Transformational leadership > Psychological capital

Empowerment, a potent tool in employee engagement, thrives on trust and respect. When leaders persist in trusting employees, even amidst mistakes, they are bolstering individual development and sculpting a culture of growth. Mistakes, rather than being roadblocks, become stepping stones in learning, fostering an environment where employees feel safe to experiment and innovate. Respect is equally crucial. A gentle yet firm hand guides empowered employees back on track, without diminishing their confidence. This respectful recovery process fortifies psychological safety, creating a haven where top performers don't just survive, they thrive. They remain in environments where their growth is a testament to their value, not a liability.

I would add that along with empowerment, it's crucial to give top talent ownership and autonomy over their work. The reason why they are a top performer is because they already know how to take initiative and go above and beyond. To prevent them from getting bored or feeling stifled, it's important to offer them opportunities to introduce and implement ideas and projects of their own.

Empowering and involving employees enhances productivity and promotes a culture of collaboration. My top 3 must-haves to create a culture of collaboration are: 1. Open and transparent communication, among all levels throughout the organization. 2. Recognition and reward for achievements and contributions that increase the visibility of employees across the organization. 3. Learning and growing opportunities that connect employees to develop their skills and learn together. (Training, mentoring, and coaching programs, learning and teaching opportunities)

Promote a healthy work-life balance by encouraging reasonable working hours, respecting personal time, and discouraging a culture of excessive overtime. Provide flexibility in work schedules or remote work options when feasible. Lead by example in prioritizing well-being, and communicate the importance of maintaining a balance between professional and personal life.

Best practices include offering flexible work arrangements and remote working opportunities and recognizing the diverse life commitments of employees. Encouraging regular mental health breaks and advocating for a culture where overtime is an exception reinforces the importance of employee well-being. An "open vacation" policy, where staff can take time off as needed, further underlines this commitment. These strategies help retain skilled professionals and attract those who value a harmonious work-life integration. Creating a supportive environment is crucial in today's competitive landscape and is a cornerstone of successful employer branding.

I suggest implementing stay interviews to understand why employees stay and gain insight into any factors that might prompt them to leave. Well-executed stay interviews provide insight into their experiences and help address potential concerns proactively. In addition, I suggest continuously developing your leadership. Ensure leaders are equipped to lead with respect and empathy, about to navigate the complexities of your organization, and skilled in engaging and motivating their teams. Many times, people stay and leave organizations because of their direct and next-level leaders.

I focus on keeping our best people by creating a supportive environment for both work & personal growth. We build a workplace culture that includes everyone, encourages new ideas & promotes teamwork. Recognizing/ rewarding outstanding work makes employees feel appreciated. We also offer opportunities for learning & career growth to appeal to those wanting to advance. Open communication is key; we address concerns quickly & strive to build trust. Competitive pay, benefits & flexible work arrangements show our commitment to the well-being & work-life balance of our top talents. Overall we take a comprehensive approach valuing each person investing in their development & ensuring a positive workplace to retain and nurture our top performers.

One of the most unique yet powerful strategies I have encountered that an employer used when they wanted to keep their best employees and to make sure they would never voluntarily leave, is that the managers would privately invite the employee & his/her family for dinner at a nice restaurant. If the employee is married, the spouse and kids are included. If the employee is single, the parents are invited. The manager would then praise and show gratitude of the efforts of the employee at the dining table. By doing so, once in a lifetime or once a year, the employee would not only feel a reciprocation pressure to give back, but a social pressure from home as well. An inexpensive solution with only 2 hours of investment that does wonders.

In addition to what has already been stated, offer employees an opportunity to express their voice and opinion to feel heard and evolve as an organization if and when necessary.

I think the most crucial strategic approach involves aligning the goals of High Potentials (HiPos) with the overarching objectives of the company (to have the involved). A few key elements contributing to this alignment include a focus on growth opportunities, a robust rewards and recognition system, the provision of a flexible career path, the establishment of a healthy work environment, fostering a sense of belongingness, promoting accountability, and emphasizing continuous learning and development. By weaving these factors into the strategy, organizations can effectively cultivate and harness the potential of their high-performing individuals while advancing the company's overall mission.