Motivating high-calibre staff

| 8 Employment
@ Oiscuss these questions before you read the articte.
Retaining good
The article tatks about people who are high performers. What does this phrase
mean? What sort of people are they?
What do you think motivates high performers to stay with the same company?
@ nead the articte and answer these questions.
1
What qualities of high performers are mentioned in the articte?
2 What are the problems of losing high performers?
3 Which motivating factors are mentioned in the articte?
)
Motivating high-calibre staff
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By Michael Douglas
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An organisation's capacit5, Organisations should zo employers oft'er this
cr'eative thinking and
to identify, attract and consider how such people opportunity.
;n[st_eflng new skills. The
refain high-qualitl', high- are likely to regard Thechallenge of the job sdpf6f,ision'gf a coach or
performing people who can s0 important motivating is
another essential heffor tigaals that the
s develop winning.strategies factors.
motivator for high organisation has a
has become Qecisivd . in
Money remains an zs performers. Such people commitment to fastensuring' competitir,c important motivator but easilybecomedemotivated tracking an individual's
advantage.
organisations should not
if they sense that their roo development.
High perforg.ers
are
ss imagine that it is the only
organisation has little or no
Individuals do well in an
t0 easier to define ithan to
one that matters. In real sense of rvhere it is
environment where they
.,
practice, high performers so going.-,.find. They are people with
can depend on good
-JT :' ?,/'.
apparently limitless energy tend to take for granted
A Glatfoinl
for
selfadministrative support.
and enthusiasm,. qualities that they will get a good develolrrent '' shouid be ros They will not want to feel
that shine through even so financial package. They provided. High performers that the success they
ls on their bad days. They are
seek motivation from other are very keen to develop are rn'inning for the
gs their skills and tii".rir
fuli of ideas and get sources.
orgaaisation is lrtst irrc:r.use
r
things done quickly and
Empowerment is a
curriculumvitae. Ofteli:ts of ,'t', iui;i'iirir
'.
-,: l
_ipspire particularly important time for regeneraticn is l10.rhef- ,' i,j.-,i.:,
es motivating force for new
another crucial wa,v ior
;r,ri.! ,., i:;.
20butalsothroughlhe'sheer talent. A high performer organisations to r,,r;i,t
,i
force of their exarnple. will seek to feel that he or sohigh performers. WLit'k 1:eriirti.r:r:is -. es1 .,:,;l;5. if
Suchpeoplecanpushtheir she 'owns' a project in a
needstobevariedandtime i-hey are )'ouni{ -. \..,axt to
organisations to greater
creative sense. Wise should be available for rts feel that the organisation
andgreaterheights.theyworkforregardsthem
25 The problem is that
os special. If they find that
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-4effectively. Theyothers not just
byrgiep\talks
of this quality are
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f I itisnotinterestedinthem
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veryattractivetoriva1lll+-ffiIl!"'peoplebutonlyashighcompaniesandare1ikeI5,lll]-z\\Ml'J!rzoperformingcommodities,it
,fr I l+<-i\-l I *itthardl-vbesurprisi.rrsif
to be heaclhunted. The I 1l L/\lj-fl\I
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eofinancial impact of
theirloyattyisnfnima].On
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such people ieaving is
ttre other hand, if an i
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great and iucludes the
-\iit g]4il I I organisation does invest in f
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costs of expensive training
I
i z= & U,
| rzs its people, it is much more
and lost productivity and
tit<ety to win loyalty from
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35 inspiration.
l[\\\H I ltY / Y t \* i[f
) i$fitiliil,l I them anrl to cieate a
people
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However,rrota11highuffiW/Ah-Nlcommunityoftalentand
some t##4: l\tr,{o{c% l,
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are lost. Hish performers Illl,lllllflllfd \\ q.d&5//t ,/,1 \\
[
leave o"'uxT,i
performers are stolen,
senerarrv
40
organisations do not
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high
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agenda df -would be
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45
performers, especially those
who are young.
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frish performancd that wilt
rsoworrycompetitors.
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