| 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 qr.rl By Michael Douglas ./ l j'17, 1l'r'u 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 II ,1 ,-.5:G>J I -4effectively. Theyothers not just byrgiep\talks of this quality are I I rc;==-=+-,(X1-{-I+N f I itisnotinterestedinthem -\' 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 -\\lGH,\Zr eofinancial impact of theirloyattyisnfnima].On llllI ll;JNl I such people ieaving is ttre other hand, if an i l$.F(-*l I I I I 1,,,,-"-vz" l\3Sr i great and iucludes the -\iit g]4il I I organisation does invest in f I I t-y>FE&@*(}| costs of expensive training I i z= & U, | rzs its people, it is much more and lost productivity and tit<ety to win loyalty from \ffr\ lm A a# l-WJ I 35 inspiration. l[\\\H I ltY / Y t \* i[f ) i$fitiliil,l I them anrl to cieate a people : . '; However,rrota11highuffiW/Ah-Nlcommunityoftalentand some t##4: l\tr,{o{c% l, \.N..'.lW I are lost. Hish performers Illl,lllllflllfd \\ q.d&5//t ,/,1 \\ [ leave o"'uxT,i performers are stolen, senerarrv 40 organisations do not l .-ffi "'; j','ilfr;$d'ffit high I; agenda df -would be -i 45 performers, especially those who are young. lrr JIWWPT#lllt l I M- TffiW \ I frish performancd that wilt rsoworrycompetitors. .,o* tbeFinanciatrimes '*'o _ '_-.iry-*.#!*-# t 1....'. . : : '.. .i. ' (,:C..0 .. ,, . , .. .,.?r ,. t: )".,