Motivating a High-Potential Person
Identifying and retaining high-performing employees is a crucial talent strategy successful organizations implement. Most organizations perceive such employees as innovators and leaders they need to stay competitive in a competitive and often disruptive business environment. However, organizations face challenges retaining such employees because of the competitive talent market. Two strategies that are likely to retain high-potential employees are flexibility and mentorship programs.
Flexible work schedules are crucial for high-potential employees because they enable them to achieve life balance. Grossman (2011) posits organizations have to find creative solutions that allow employees to meet their lifestyle needs while exploiting opportunities for career advancement. Most high-potential employees would fret at the idea of working away from home, in a foreign country, or being away from family and friends.
Implementing mentorship programs is an effective strategy for ensuring high levels of motivation and engagement for high-potential employees. A proficient mentor is a remarkable asset to the employee because he or she guides the high-performer could develop into a new role. Valuable feedback from mentors indicates the organization recognizes and values the input from the high-performing employee.
If I were a high-potential employee, one factor that would motivate and compel me to stay with the organization is real responsibility through delegation. Responsibility would enable me to put my skills, proficiency, and knowledge to gainful use and would indicate the organization’s trust in my abilities. Importantly, increased responsibility would be an asset to my career trajectory because it will reiterate my capacity to handle increasingly complex tasks and will provide the chance I need to hone my skills while experimenting with leadership. I would be motivated because I would never risk failure, and would not allow my superiors to perceive me as an average performer.
Grossman, R. J. (2011). The Care and Feeding of High-Potential Employees. HR Magazine, 56(8), 34-39