How to build and retain high performing employees? | Laletha Nithiyanandan

Are you really an HR if you have not spent hours chasing the ideal high performing employees for your team? We are willing to bet you won’t feel legit without doing it. But what if, perpetual high performance was a myth after all? In conversation with Laletha Nithiyanandan from BoP Hub, we uncover the truth of 10x employees. We’ll primary discuss:

• What are the misconceptions around the idea of “10x employees” or high-performing individuals?1 The speakers discuss the problematic tendency to rank and classify individuals, focusing on top and bottom performers while neglecting the majority, and the misconception that individual brilliance is the key to success. They challenge the idea that some people are inherently 10x and advocate for focusing on team performance instead.
• What defines a high-performing team and how can managers foster it? The speakers discuss what constitutes a high-performing team, emphasizing that it’s not just about individual performance but also about teamwork, shared values, and the ability to function well even without direct supervision. They also touch on the importance of hiring people who complement each other’s skills and perspectives.
• How can managers effectively support team members who are not consistently high performers, and avoid the pitfalls of overworking and micromanaging? The discussion covers how to manage performance fluctuations, the importance of coaching and feedback, and how to understand the underlying reasons for dips in performance. They highlight the danger of assuming that all employees are driven by the same goals or that pushing for high performance is always beneficial and the importance of self-reflection from managers

Watch Now: How do you build 10x employees?

Meet the Speaker!

Key takeaways to read before you start building high performing employees…

• Individuals are not machines: The term “10x employee” is problematic because it treats people like machines, overlooking their emotions and personal challenges.
• Team performance is paramount: High performance is more about the team than the individual. Focusing on individual “stars” can create toxicity and neglect the majority of the team.
• Performance is not linear: Performance fluctuates, and managers should be comfortable with this. It is important to understand the reasons for changes in performance and support the individual. As managers, we end up setting unfair expectations from high performing employees and resultantly fail them when they need support.
• Managers should focus on coaching and development: High performing employees are not dropped out of thin air. You have a key part in building them as a manager. Instead of focusing solely on results, managers should coach their team members, provide constructive feedback, and empower them to take initiative.
• Effective communication is key: Short, frequent, and informal conversations are more impactful than long, formal reviews. You should ask good questions that empower your team and give them opportunities to shine.
• Understanding individual needs is crucial: Not everyone is motivated by the same things. Some people are happy with a stable job and work-life balance. Managers should respect these differences.
• Managers need self-awareness and self-care: Managers need to reflect on their own behaviors and be aware of their biases. As a manager, you should practice self-care and avoid transferring your stress to your teams

Read more: High potentials vs high performers: 10 steps for managers to make them reach heights

Meet the Host!