Not yet a Member?
HR Magazine is highlighting the next generation of HR leaders.
Is your employee handbook ready for the New Year? With SHRM’s Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Get the HR education you need without travel expenses or time out of the office.
Join us in Chicago for the latest trends and technology in talent management, and what to expect in the future.
Identify your high-performers, then design ways to keep them
New research finds that organizations are falling short when it comes to rewarding and retaining high-performing employees—those who are self-motivated and hard-working. Worse, companies that don’t deal with “toxic” low-performers risk weakening their culture and driving away their best people.
These findings, drawn from a survey of more than 1,700 professionals from across the private, nonprofit and government sectors, are detailed in a research report by Arlington, Va.-based Eagle Hill Consulting,
Are Low-Performers Destroying Your Culture and Driving Away Your Best Employees? The researchers found that:
Less than half of respondents (45 percent) agreed that their organization does a good job of hiring and recruiting high-performers, the survey revealed. Similarly, less than half (49 percent) felt that their organization does a good job of retaining high-performers. Tellingly, only 60 percent of respondents said that they would rehire most or all of their current co-workers.
“These findings are troubling. The most successful organizations are those that drive out the weak links and nurture their top performers. Yet, our findings indicate that in some cases, low-performers are destroying an organization’s culture and causing attrition of the talented staff employers should retain,” said Melissa Jezior, Eagle Hill president and chief executive officer.
“It’s critically important to really understand just who your high-performers are, then design ways to keep them—added incentives and opportunities, for example,” she advised.
How to Move Forward
Given the negative impact that low-performers can have on the workplace, the report suggests four steps that a company can take to reward and retain its best people.
“The cost of attrition is high, especially when it’s your high-performers who are leaving,” said Jezior. “Companies that do not address low-performance issues will likely weaken their culture and drive away their best people.”
Stephen Miller, CEBS, is an online editor/manager for SHRM.
Follow me on Twitter.
Related SHRM Articles
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 3,200 companies