The Management Tip of the Day from Harvard Business Review

 

February 9, 2015 Keep High Performers Happy by Offering More Feedback High performers are immensely valuable to any company (they can be four times as productive as average performers), but managers need to look out for their wants and needs to keep them from seeking greater challenges, growth, and rewards elsewhere. One big contributing factor to their job satisfaction is feedback. How often do you sit down with your employees to discuss their performance? Chances are, not enough. Many high performers say they expect at least a monthly sit down with their managers, but only 53% say their managers deliver on their feedback expectations. So if you're relying on annual or semi-annual performance reviews as the primary feedback mechanism with your employees, your high performers will likely begin to feel underappreciated. Set up regular check-ins and ask how you can support their learning and development. Lay out their options for career advancement, and give stretch assignments to help them gain diverse experience. Adapted from “What High Performers Want at Work” by Karie Willyerd.

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Ebook Boxed Set | HBR Guide to Persuasive Presentations Ebook + Video Case Study | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT Wiser: Getting Beyond Groupthink to Make Groups Smarter HBR Press Book We’ve all been involved in group decisions--and they’re hard. And they often turn out badly. Why? Many blame bad decisions on “groupthink” without a clear idea of what that term really means. Now, “Nudge” coauthor Cass Sunstein and leading decision-making scholar Reid Hastie shed light on the specifics of why and how group decisions go wrong--and offer tactics and lessons to help leaders avoid the pitfalls and reach better outcomes. They explain in clear and fascinating detail the distinct problems groups run into and provide methods and advice for making groups smarter. These approaches include silencing the leader so that the views of other group members can surface, rethinking rewards and incentives to encourage people to reveal their own knowledge, thoughtfully assigning roles that are aligned with people's unique strengths, and more. With examples from a range of organizations--from Google to the CIA--and written in an engaging and witty style, “Wiser” will not only enlighten you; it will help your team and your organization make better decisions--decisions that lead to greater success. Buy Now

FEATURED PRODUCT HBR Guide to Building Your Business Case Ebook + Tools HBR Press Book This enhanced eBook version of the HBR Guide to Building Your Business Case includes downloadable tools and templates to help you get started on your own case right away. You've got a great idea that will increase profitability or productivity – but how do you get approval for the budget and resources to make it happen? By building a business case that clearly shows your idea's value. Available exclusively through HBR.org. Buy Now

ADVERTISEMENT

HBR.ORG | THE MAGAZINE | TOPICS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2015 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)