With so much focus on what has been termed the “great resignation”, many companies are trying to find the best ways to retain their employees at all levels within an organization. And, this is true across industries. I’ve seen many mistakes made where companies just assume increasing someone’s pay or providing additional bonus compensation is the answer only to watch many employees leave after receiving a large bonus payment. It’s important to learn from each individual what’s important to them and what will motivate them. I

In addition to compensation, I have also witnessed a recent increased focus on professional and personal development for employees. This is often a welcome investment both by the recipient as well as for the company. Over the years, it has been common for companies to invest their professional development budget in their “high-potential” employees which often translates into their top performers or those ready to take their next step in their career.

Is investing in high-potentials or senior leaders the right approach?

This HBR Article suggests that when organizations invest in their senior leaders or top-performers, these are likely the individuals who need this training the least. I personally see an opportunity for high-performers and senior leaders to continue on their professional and personal development journey, yet, I would also challenge every organization to consider investing in each and every employee working and delivering results. Without investing in employees at all levels of an organization, it is likely that those not offered these opportunities may feel undervalued, a very important issue that continues to be raised during this current work climate. When one feels undervalued, it is more likely than not that their level of engagement will be negatively impacted. In fact, the HBR Article referenced above, suggests that failing to invest in one’s development, “can ultimately lead to negative consequences, such as poorer work performance, decreased commitment to the organization, and greater intentions to quit.”

Getting curious and having conversations is key to understanding needs

You may have noticed above, I suggested investing in every employee “working and delivering results”. If you have individuals who are not producing, I would highly encourage this be addressed with the individual – first with curiosity. It’s important to learn what the cause is, rather than jumping to conclusions that the individual is not capable of delivering. It may be that they have had some negative experiences leading to their lack of engagement – translating into poor performance. It could be that they need additional training to feel confident fulfilling their responsibilities, or that their strengths are misaligned with their role. Or, it’s possible with the increase in mental health challenges, they need some personal support. It’s very important to create an environment where employees feel not only that their leader and organization cares about them as a whole person, but also creates the space where they feel free to share what is happening for them, and better yet, to feel empowered to ask for what they need. And, if they are not asking, but you as their leader are noticing, it’s up to you to get curious and learn what they might need in order to be more effective.

How would you rate your personal and/or your organization’s culture as it relates to offering professional development opportunities equally across all employees? How would you rate your and/or your organization’s culture as it relates to creating a safe space, empowering all employees to feel free to speak what’s on their mind and/or ask for what they know will help them deliver better results for the organization? If your thought is that there is room for improvement for one or both of these areas or you are working on your employee retention strategy, let’s connect.

“You don’t build a business – you build people – and then people build the business.” – Zig Ziglar