If you and your leaders are doing your job correctly, you will have regular one-to-head with your main performers, some of which focus on general job satisfaction and overall "engagement" with the organization. Sometimes, however, the general bustle, or simply a lack of understanding of how to have such a conversation, means that managers fail to have such discussions, resulting in the kind of surprises that nobody wants obtain.
Sidebar: It is often the very absence of such conversations between a manager and an employee who built (or at least Stokes) that causes frustration in the end very key to exit the artist - a real case of " double whammy.
Here's how to stop Surprises
Use this simple Employee Retention Risk Analysis (ERRA) process to quickly help your managers to regularly assess the risk retention "of the main performers, and to report regularly to you - I suggest you encourage them to complete this at least quarterly.
A second important advantage to complete this exercise is that it provides a structured framework for your managers actually have this conversation with you - you'd be surprised how many executives believe that the policy of their "open door" means that managers come and discuss topics such as risk retention of key employees.
The reality is that often they do not - again, either by busyness, or simply do not know how to breach the subject at trial.
Adopting this form and process - make it yours - and proactively prevent the loss of key artists of your organization, department, division or team.
Step 1: Classification of key employees
The first step in risk analysis of conservation is quite simple - the manager class of the individual based on two criteria - their ability to achieve results, and their overall integration - a sense of "fit" - the organization as a whole.
(Note that we are not asking for granular data here - just an overall feeling of the place where the employee corresponds in general.)
The best way to do is draw a simple "2 x 2 'chart, with the vertical axis represents the results of the employee (to bottom, from top to top), and the horizontal axis represents their overall integration into the organization - low integration to the left, the integration of top right.
Quadrant 1
Employees in Quadrant 1 (low performance low integration) clearly need some form of intervention if they should become members of the production team.
By completing the above assessment, you and their manager may come to the conclusion that nothing can be done to help a person in this quadrant and you can start making alternative plans.
Quadrants 2 and 3
Employees in quadrants 2 and 3 are those where we have a decision to make - or good results but they are not aligned with the rest of the organization (quadrant 2), or they fit very well, but produce no results (quadrant 3).
Quadrant 4
"Employees Quadrant 4 'are our stars - the top performers that also fit in very well with our culture and goals. This is the area where we must be more sensitive to the risk of retention.
It is important that you and the employee's manager to take a realistic view of the likelihood of retaining star performers and assess the measures necessary to maintain them.
You can even involve the employees themselves in fulfilling this part of the form ERRA - nothing says you care more about the consultation on their future with the organization.
Step 2: Estimate the risk of retention
Finally, managers have a quarterly risk assessment, estimating the risk of losing key employees to scale 1-10 (or any other scale you're comfortable with).
Then, the map of "high risk retention" used in quadrants on your 2 "X 2 '. Are there employees of high risk retention also in quadrant 4 ("Stars")? If so, it is time to develop a conservation plan specific rescue, exactly suited to the employee.
What quadrants 2 and 3? Employees at high risk of retention there? If yes, can we use tools such as mentoring or coaching to improve their performance or their integration, if any?
Conclusion: Use the process ERRA to avoid the unexpected loss of key employees
Of course it is subjective, but guess what - you and your manager to 'feel' the risk of retention of people will improve greatly while doing this exercise, and you'll have much more rich discussions on every employee as a result.
The McKeown is the President and CEO predictable success, a consulting firm specializing in organizational development and management. Les is the author of "Keep the best employees" (McGraw-Hill, 2002) 'The Complete Guide to Mentoring and Coaching "and" The Complete Guide to the orientation and reorientation.