Employee engagement and expectations are a hand in hand kind of thing for top performers.
Ever heard the story about a high-profile band that always included a quirky rider in their concert tour contracts? Buried deep in the middle of said contracts: a request for M&Ms in the backstage area – without any brown M&Ms. Not. A. Single. One. Divo complex? Ego gone awry. Mmmmmaybe not. A huge production like theirs used tons of sound, stage and lighting equipment. There were danger issues, structural and fiscal issues. This stipulation was a way of gauging a concert promoter’s attention to detail. Brown M&Ms were like a canary in the mine shaft. A red flag warning. The band’s seemingly silly expectation wasn’t the whole story, not by a stretch.
How top talent perceives and engages with your organization is based on personal expectations and whether your organization measures up. But those expectations aren’t the whole story either. When it comes to star employee engagement it’s your organization’s big-picture attention to detail that compels or repels. The kind of details that bolster or hinder their success, and yours. For instance, a Towers Perrin report investigating employee engagement factors – specific to top talent – found:
A 2013 study spearheaded by New York Times bestselling author and Forbes contributor, Mark Murphy, shockingly revealed that an organization’s most engaged employees aren’t high performers; surprise! – it’s the low performers. Below par employees, the study found, are happily engaged, vocal advocates of their employers. Why? Because they’re comfortable where they work. They know they can put in the bare minimum, get paid and receive the annual pay increase alongside their coworkers. No wahalla.
An organization’s acceptance of status quo is akin to leaving brown M&Ms in the candy bowl. Star employees work hard to shine and climb. When low-performing co-workers aren’t held accountable for poor performance, frustrations percolate. Questions simmer and loyalty wanes. When their own model efforts go unrecognized, or worse yet, are taken for granted, employee engagement is the last thing star employees experience. What they want (and need to thrive and excel) is a fair, impartial environment. A workplace where people are rewarded and advanced based on ability and talent.
As a rule, high performers are self-aware about their function and fit. They know their value and importance. But has your organization told them lately? Affirm what they know instinctively. Reward their efforts with inspiring future-facing conversations and stimulating new-to-them assignments.
According to an AON study, high performers with specialized jobs that required advanced education and/or certifications are concerned with seeing a return on their investment in the form of new and challenging work. Without that kind of work, it’s off to greener challenging pastures.
What makes top talent tick is the devil in the details. To compete for top talent and compel them to higher levels of engagement:
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