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Retaining good staff
An organizations capacity to identify, attract and retain high-quality, high -performing people who can develop winning strategies has become decisive in ensuring competitive advantage. High performers are easier to define than to find. They are people with limitless energy and enthusiasm. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organizations to greater and greater heights. However, not all high performers are stolen, some are lost. High performers generally leave because organizations do not know how to keep them. Money remains an important motivator but organizations should not imagine that it is the only one that matters. In practice, high performers to take for granted that they will get a good financial package. They seek motivation from other sources.
High performers are very keen to develop their skills and their curriculum vitae. Offering time for regeneration is another crucial way for organizations to retain high performers. Work needs to be varied and time should available for creative thinking and mastering new skills. They will not want to feel that success they are winning for the organization is lost because of the inefficiency of others or by weaknesses in support areas. Above all, high performers especially if they are young want to feel that the organization they work for regards them as special. If they find that it is not interested in them as people but only as high performing commodities, their loyalty is minimal. On the other hand, if an organization does invest in its people, it is much more likely to win loyalty from them and create a community of talent and high performance that will worry competitors.
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II. , :
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B)
c)
1) Work doesnt need to be varied.
2) High performers are very keen to develop their skills.
3) High performers are very ambitious people.
| 1. | 2. | 3. |
| b | a | c |
