One of the unforeseen outcomes of the recent downturn is the impact on the hierarchy…
By John Borrowman, CPC
Borrowman Baker, LLC, BV Staffing + Consulting
You work hard to hire high-achievers. When their attention drifts in that two to four-year window, you can be forgiven for thinking that’s just the way high-achievers are. Did you know, however that 93% of employees say they would stay at a company longer if that company invested in their careers?
High-achievers arrive with built-in momentum, a key element in why you hired them in the first place. They are like sponges. They soak up learning. Moreover, there’s plenty of learning to keep them busy in their first two years or so.
At some point, their learning needs more guidance. It doesn’t mean your high-achievers aren’t learning just as fast. It does mean that if you don’t offer them guidance when it comes to that growth and learning, they will go to work for someone who does.
Your high-achievers want the technical experience, to be sure. You should be scheduling them for credential-driven training, not waiting for them to ask. Most high-achievers want growth beyond just the technical. Look for leadership training you can enroll them in. Include them in decisions. Expose them to how a practice is run; how prices are set; how profits are made. The more they understand, the more committed they will be to the long-term health of the practice.
Your high-achievers likely came on board because they saw something in you they’d like to be. You owe it to yourself to do all you can to help them get where you are. Yes, this will take time and effort. However, it is time better spent on retaining the high-achievers you have than on recruiting new ones.