High-performing employees are more likely to be satisfied with their jobs than low performers but one in five are still apt to leave within the next six months and more than half aren’t content with their position, according to recent research by the Harvard Business Review.
The study revealed that two criteria are essential to keeping high performers happy and many are not getting these from their current managers and companies.
The single biggest contributing factor for high-performing employees’ satisfaction is base pay and bonuses. It was important that yearly raises and bonuses be measured against the individual’s or team’s performance rather than tenure. The range of a typical annual raise of 2 to 6 percent, for instance, was not significant enough to keep people in place who had other options in the workforce. Adding more variation to the bonus structure, such as removing the cap on the best performers, was found to be an indicator of success for the overall company along with better retainment.
After compensation, the strongest employees want more feedback and options for company-led development and training. Respondents wanted at least one monthly conversation with their boss to discuss performance and goals, but only about half of the group were able to do so, and as a result, they showed symptoms of under-appreciation. Similarly, two-thirds said that they weren’t supported in formal training by their manager despite already being willing to learn and grow on their own.
There are likely many reasons for this lack of engagement around retaining high-value employees and sometimes they are merely a victim of their own success, according to Forbes. For example, managing superstars can be more stressful for a boss and can lead to resentment if employees are seen as a threat to their own job.