| Know How to Hold 'Em - Attracting and Keeping Top | | | | results. |
| Performers | | | | 3. Recognize and reward over and over again. Money |
| | | | isn't everything to top performers. On a list of ten items |
| One of the biggest challenges companies are facing is | | | | that are important to top performers, money ranks at |
| the attraction and retention of top performers. The | | | | number four. The most important element for top |
| World Future Society predicted that the greatest test | | | | performers is having challenging work, the second is |
| of durability for companies in the next five years would | | | | having an open and honest work environment, third is |
| be the ability to get and keep good people. In some | | | | recognition for work and fourth is money. Again top |
| industries such as the homebuilding industry there is a | | | | performers thrive on opportunities for recognition in the |
| phenomenon of merry-go-round employees where | | | | form of time off, family days off or flex work |
| employees jump ship within the industry and | | | | schedules. |
| companies are recycling employees. In the finance | | | | 4. Don't take them for granted. Like anything, the |
| industry the big question to a top performer is "Where | | | | novelty and excitement of a new job tends to wear |
| did you jump from?" | | | | off after about six months or so. Human nature is |
| One executive management client had left a specific | | | | often to leave a good thing alone and this could be the |
| financial institution because a competitor wooed her. | | | | worst thing we could do to our top performers. |
| Once there, she wasn't as happy as she thought | | | | Ongoing coaching, retreats and training are crucial to |
| would be and was wooed back again to the original | | | | top performers. Again people at the top of their game |
| employer. She did this back and forth thing two more | | | | tend to be lifelong learners and are eager to learn as |
| times! This is very common in specific industries as the | | | | much as they can. Do not underestimate the value of |
| fight for good people continues. So how do we attract | | | | providing ongoing learning opportunities, reimbursement |
| the top performers and second to that how do we | | | | for college or university and giving them challenging |
| keep them from jumping? | | | | projects where they can be stimulated and challenged. |
| Here are the top five things leaders can do to attract | | | | 5. Know what thy enemy does. Be on top of your |
| and keep the best of the best: | | | | competitor's practices around attraction and retention |
| 1. Top talent want to work for the top companies. If | | | | of top performers. Don't get blindsided by a top |
| your company is committed to superior practices, has | | | | performer coming to you to tell you what they have |
| profile and brand recognition and is known for | | | | been offered. Be aware first and ensure you address |
| exemplary management practices, you will have a list | | | | it once you find out. If you are consistently establishing |
| of salivating hopefuls lined up to work for your | | | | a top performers' value they won't go looking |
| company. This would be a good problem to have. | | | | elsewhere but often when we don't pay attention to |
| Bottom line - the company needs to be working | | | | what else is out there they may be scouted right out |
| towards being the best, brand recognition and having | | | | from under your nose. |
| excellent employee systems in place. | | | | Powerful leaders know that the success of their |
| 2. Build it and they will come. If your company is | | | | company is built on the quality of their people. As |
| revamping, rebuilding or restructuring, be aware that | | | | leaders, we must make our people our priority and this |
| every man and his dog out there has been through | | | | is and will be the biggest challenge. |
| some form of reengineering in the workplace. To | | | | Cheryl Cran, CSP (Certified Speaking Professional) is |
| attract top talent you need to be able to show the | | | | the author of the soon to be released book "The |
| vision of where you are taking the company and offer | | | | Control Freak Revolution" as well as "50 Ways to |
| the opportunity for the talent to be part of building the | | | | Lead & Love It" and "Say What You Mean- Mean |
| new dream. Top performers are often drivers, which | | | | What You Say". Cheryl's clients include top performing |
| mean they are turned on by challenge, change and | | | | companies in North America. |