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Talent Management – Retaining Your Best Employees

Broadly speaking, Employees in every organization shall be classified into FOUR Categories –

  • 1) Low Performers with Low Potential
  • 2) Low Performers with High Potential
  • 3) High Performers with Low Potential
  • 4) High Performers with High Potential
  • 1) Low Performers with Low Potential – These are employees who are neither very ambitious nor do they give their 100% to tasks in hand. THEY ARE COMPLAINING IN NATURE. They don’t like products or services of their organization. They don’t like culture and policies of organization. They don’t like their bosses or management. Neither do they understand the business of organization nor do they want to. They are very noisy and loud. They always shred their responsibility and BLAME OTHERS FOR THEIR FAILURE. THEY HAVE PROBLEM FOR EVERY SOLUTION. These are problematic employees and spoil the high-performing culture of the organization. They must be shown the door as soon as possible. If they resign, HR MUST NOT RETAIN THEM. They are burden on system. During difficult economic situations or in tough market conditions, these are groups of employees who are first to be shown the exit gate. Organizations that have more number of these employees, often find it DIFFICULT TO CHASE OR SUSTAIN ITS VISION AND MEETS ITS GOALS.
  • 2) Low Performers with High Potential – They have required knowledge, skills, competencies and experiences to perform efficiently in the given role but yet they are not able to deliver as per their potential. THEY HAVE DONE IT IN THE PAST AND THEY CAN DO IT AGAIN. HR needs to scan their environment and find out cause of poor performance. Are they in right role? Are they in right team? Do they have right manager? Is there anything that is bothering them? Have they become complacent with their past glory and achievements? HR also need to scan the environment of their past success and achievements. They need right type of COACHING AND MENTORING. Somewhere they are LACKING REQUIRED DRIVE AND MOTIVATION. However, during difficult economic and market situations, they will be the second in line to be shown the door. During such times, the biggest challenge for any organization is to pass through and survive existing storm. In such situations organizations don’t really bother about future potential.
  • 3) High Performers with Low Potential – These employees are not very ambitious. They can EFFICIENTLY FLOW WITH DOWN STREAM. They give their best to task in hand. They are not the one who will prepare in advance for challenging roles higher roles in hierarchy. They first needs to be given new role and then sent for APPROPRIATE TRAINING PROGRAMS to enhance their competency and skills to fit the role. HR must actively look for Training Needs to these employees. If they resign, HR MUST TRY TO RETAIN THEM. They get motivated by good compensation and benefits. They like APPRECIATION and must be given due credit. These employees are required for survival and sustainability of organization and meeting demands of customers/clients.
  • 4) High Performers with High Potential – They are very AMBITIOUS, very AGGRESSIVE, very ENERGETIC, very demanding of themselves and people around them. They always need to be on their toes. They are They are ENTREPRENEURS. They have potential to create as well as destroy anything. They must always be kept busy and must have something to do. They must not be put into conflicting situations with another high performer and high potential employees. They take responsibility and ACCOUNTABILITY of success or failures of their assignments or projects. No matter what the situations are…HR and Management MUST DO EVERYTHING POSSIBLE TO RETAIN THEM. Among all the things, organizations cannot afford to lose these employees to competitors. If they are kept idle for too long, they might destroy whatever they have created. These employees are required to growth and expansion of organization.

Organizations must compose their talent in right composition. Having more low performers with low potential or high performers with high potential will certainly create problems for organizations. While low performers with low potential will spoil the culture of organization; high-performers with high potential will be difficult to manage and retain. If managed inappropriately, high-performer with high potential might create more damage than those with low performance and low potential.

What do you think? Who among the above mentioned is difficult to manage and retain? Do you have any other way to manage low performer with low potential and high performers with high potential?

Do share your views.

Sanjeev Himachali