Top talent: top 20% to 30% of employees.
- Study the cases where one failed. Never allow the departure of a highly valued employee to be a cause for tension or a decrease in high quality dialogue. Keep the lines of communication open until the day of departure and beyond. Leading up to the separation a formal exit interview should be completed along with plenty of informal conversation. All intended to help one better understand their thoughts, and about one's team and workplace. Use communication tools to keep in touch.
- Give one's best players the best managers available. Pair talent with talent to the best of one's ability. Give specific, tough feedback when needed which high performers crave. Top performers like recognition when it is earned. Be sure to public praise exceptional performance.
- Make long-term development plans. The more high performers know you want to help them grow and reach their career goals, the more likely they are to stay for a long time.
- Find ways to connect strong performers with company executives. Whether through formal mentoring, committee work, or quick huddles when you are looking for fresh perspectives. Let them know they're valued by providing high level access to key decision makers.
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