Detrimental Myths About Top Performers

The main objective of HR is the maintenance of better human relations in the organization.  This is accomplished by the development, application and evaluation of policies, procedures and programs relating to human resources to optimize their contribution towards the organizations objectives.

Most HR professional spend a lot of time discussing employees — particularly those employees who appear to be struggling. They look for ways to support and encourage them, to boost their performance, and to incentivize them to reach greater heights. While it’s certainly important to try to improve the performance of marginal employees, all too often HR can forget about top performers — those who constantly and quietly do their best and perform well.

Certainly all employees are valuable to the smooth running of a business, but high achievers and top performers are truly essential in performance management terms. They are the ones who are eager to push your business forward, because they know that their success and the company’s success are linked.

In over 40 years of implementing incentive programs we have seen many examples of how HR, (often by mistake) do in fact overlook top performers.  Following are just some of the damaging myths about your best employees that you should be award of: 

Myth #1: Top performers don’t need as much recognition as other employees.

In fact an argument can be made that you need to spend proportionately as much or more time recognizing their performance.  Not all high achievers are self-motivated.  Nothing is more discouraging to them than being taken for granted and recognition is one of the fires that fuel their performance. Reverse the 80/20 rule and spend 80% of your time with your best people.

Myth #2:  Top performers can always be relied upon to be excited about their work.

Top performers are always looking for ways to advance and improve. If you don’t pay attention to this strength, they can lose it can his is a leadership trait that should be encouraged, not overlooked. If and lost it.  Don’t’ let them get bored.  Discuss advancement opportunities with them and see how you can best put them and their abilities to use, develop new skills and broaden their horizons.

Myth #3:  Top performers will be bold enough to ask for what they want.  Not true, as your best people, your competition will know who they are and they will be pursuing them. Not all best performers are assertive and extroverted. It’s altogether possible that you have a top performer on your hands who is working themselves to the bone and who is eager to advance, but they don’t feel entirely comfortable discussing how to do so.

Over the years we have been a part of dozens of top performer events and ceremonies and celebrations.  As we are a supplier and not considered as part of executive management, we are privy to many peer group conversations by top performers.  You would be amazed at how often the subject of leaving their jobs for “greener pastures” is overheard.

To assume the best will always be your best is a big mistake.  Many of the best and brightest in any company have come from a competitor who took them for granted.

For more information on Ultimate Choice Inc.’s products or services or other white papers please contact us at Ultimatechoiceinfo@cox.net

Harnessing the Power of Performance Management

According to a recent study by McKinsey Global Survey, performance management systems can be successful but only when executed properly.  Analysis indicates that the key to reaping business success is to establish a system that both employees and managers perceive as fair.  To ensure that fairness the managers need to master three critical practices:

1.     Linking individual employee goals as closely as possible to business goals and priorities

2.     Coaching effectively

3.     Effectively differentiate compensation across all levels of performance.

Linking performance goals to business priorities

The study shows that linking individual employees’ performance goals to business priorities, not only correlates with a higher level of perceived fairness but also helps companies achieve their strategic goals. Where employees’ goals are linked to business priorities, 46% of respondents report effective performance management, compared with 16% at companies that don’t follow this practice.

Manager coaching

Analysis indicates not only that effective coaching is the strongest driver of perceived fairness but also that there is a direct relationship between effective managers and the effectiveness of a company’s performance-management system. Unfortunately only 30% of all respondents reported they had effective management coaching. 

Differentiating compensation

Less than half of all respondents agree that compensation in their company is meaningfully different across levels of performance.  The results also suggest that effective performance management is more likely when organizations separate compensation conversations from formal evaluations.

Many performance improvement systems are under stress because employees harbor doubts that these core elements are equitable.  To improve your performance improvement efforts, these doubts need to be eliminated.

For more information on Ultimate Choice Inc.’s products or services or other white papers please contact us at Ultimatechoiceinfo@cox.net