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Goodbye High Performers

This article summarized a recent study that found high performers had a large drop in their levels of engagement compared to last year.  All employees had a drop in employee engagement but high performers dropped 25%.    I have written about this a couple of times before (herehere, and here).  Not only will there be a mass exodus when the economy turns around but many of those leaving will be the high performers that are critical to the success of the organization.  So what are companies doing about this? 

Nothing.

I have talked to several others in the employee loyalty/employee engagement/HR Consulting area and they are not seeing increases in activity.  I continue to hear from CEOs and heads of HR, "This is important and ‘ping’ me in 2010."  First, I hate the use of the word "ping", but second by 2010 it will be too late.  Companies need to take action now. 

Compounding the problem of high performers exiting companies when the economy turns around is many employees re-evaluate their careers at the end of the year and numerous employees will be setting goals to find a new job in 2010.  

Companies that are taking action now will be way ahead of the curve and in a better competitive position to take advantage of new opportunities versus those that are just thinking about planning something maybe sometime in 2010 (or so…maybe). 

About the Author

Chris Woolard

Chris Woolard

Chris is responsible for the sale, design, implementation, account management, and consulting for his clients’ employee and customer assessment programs. He focuses on employee loyalty consulting and is considered Walker’s employee loyalty expert. He has worked with many companies on customer due diligence solutions.

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0 thoughts on “Goodbye High Performers

  1. You’re absolutely right that high performers are critical to the success of an organization. But does this mean we really saying that its the low performers which threaten to ruin a company if the high performers leave?

    Perhaps comparison in itself might be part of the challenge. Like the children of Lake Wobegon, we want all employees to be above average. This is likely evidence that we do a lot more measuring than we do empowering. It’s easy to hold up a yardstick, but it’s much to harder motivate people and not worry about how much they succeed by our own metrics.

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