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Don't let top performers become active job seekers

As a manager, when you become a coach to your performer, make him/her understand to focus on excellence and setting higher standards

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Don't let top performers become active job seekers
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As an organisation, you always want to retain your talent. Every performer knows he/she is a performer and often this could also lead them to seek opportunities as they know their performance would get due recognition by peer companies who are looking to hire. So as a manager, it is critical to see that your performers don't become active job seekers. Here are a few early warning signals (EWS) that could help you recognise if one of your performer is becoming an active job-seeker.

Urge towards excellence orientation dips: On being a performer, what is the orientation towards excellence? If the urge to strive for excellence or do better than what has been achieved is missing; then it's an EWS that the associates desire to do more in this role or organisation is gradually deteriorating. In the associates' mind, they want to look for a different environment where they can repeat the same performance.

As a manager, when you become a coach to your performer, make him/her understand to focus on excellence and setting higher standards. Like it was mentioned in the movie 3 idiots, "Don't go behind success, go behind excellence and success will follow."

Learning orientation is completed: You would often receive signals where the associate feels that their learning journey in the organisation is completed. Often, they would have conversations with colleagues and managers stating that they don't foresee any new learning or challenges for them in the role. This often is the trigger for either asking for a new role or seeking ulterior acknowledgement to look for a new job.

As a manager when you notice this, you help the associate identify areas or challenges which they may not be visible to them. You need to build the WIIFM (What's in it for me) for the associate for them to accept the challenge or orient themselves to learn more.

Starts having Monday blues: This is the most common EWS that suggests the interest levels at work is dropping for the associate. Often drive to contribute or participate wholeheartedly in the team or activities assigned is low. As a manager, if we recognise that the enthusiasm, interest and energy levels are dropping for a performer then it's a cause of concern.

The associate is seeking motivation and confidence. In my view, it's a mistake if you, as a manager, think that by making the associate focus on tasks or assignment would orient him back. Understand the cause of motivation to dip and try to address it. Often, it's less about assignments but more about the softer aspects in professional or personal space

View about the organisation: Often what an associate 'says' about the organisation and team, determines his engagement and connectedness with the organisation. Often, if these feelings are not addressed or changed at the start, it tends to grow eventually leading to associate moving out.

As a manager, have a dialogue and make the person reflect what has made him or her change his or her views about the organisation, and how this is impacting him or her. Through this reflection, it would bring about the cause of this change which you as a manager can address.

These are a few of the vital indicators that could help you identify a potential talent loss. These indicators should alert you for proactive action to be taken, so that you and the organisation don't lose talent. Thus as a manager, it's vital that you recognise these messages in your conversation with the associate and address it immediately.

The writer is director and head HR, Motilal Oswal Financial Services

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