Re-recruit High Performers
What can we do to better ensure that high performers “stick with us” and stay committed to our work and our organization? The answer can be summed up in one word – dialogue. Fifty percent of high performers say they expect at least a monthly sit down with their managers, but only 53% say their manager delivers on their feedback expectations. High performers want feedback. They want dialogue with you as their leader.
Conducting re-recruiting conversations with high performers is a key strategy for leaders to let high performers know they are valued.
APPRECIATE & REJUVENATE
Conversations to re-recruit high performers are intended to have the high performer leave the conversation feeling appreciated, rejuvenated, and with a renewed sense of purpose.
As leaders, we must engage our high performers and do all we can to recruit them to stay and reach even higher levels of performance. You recruited the high performer to join your organization, now make sure you do all you can to keep the employee. Plan and hold re-recruiting conversations with high performing employees.
RE-RECRUITING HIGH PERFORMERS IN 3 STEPS
Invite the high performing employee to meet with you.
- Let the high performer know you would like to meet with them to discuss their contributions.
Plan for the re-recruiting conversation by thinking of specific examples of the employee’s contributions and specific examples of the characteristics that make them high performing.
- Write down a list of qualities that high performers exhibit. Research indicates that these qualities of may be key to high performance:
- Share the organization’s values
- Have the ability to get the job done and are proactive in doing so
- Possess a positive attitude and are good role models and mentors for others
- Suggest changes for organizational improvement
- Are open to new ideas from anywhere in the organization
As you dialogue with your high performing employee one-on-one, consider this four-step process to re-recruit him or her. Listen carefully and follow through with any requests for support.
- Thank them for their contributions.
- Ensure that the employee is informed of the direction that the organization is moving.
- Review the characteristics that make the individual valuable to the organization, specifying specific behavioral examples.
- Ask what can be done to ensure you do not lose the employee as a member of the team, reiterate that person’s importance to the organization’s mission.