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Retaining top performers during change
- 1. Retaining Top Performers During ChangeAditya DixitMHRM 2010-2012IIT Kharagpur
- 2. The Times They Are a-Changin Everything changes but change. Israel ZangwillIt takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful. There is more security in the adventurous and exciting, for in movement there is life, and in change there is power
- 3. Know your star player
- 4. The challenges facedDifferent people react differently to change, some are wary of it and try to fight it, while others embrace it.Star performers are smart, savvy, aggressive, hard-working, and innovative.They have more options than your other employees and are more likely to leave.
- 5. Different strokes for different folksYou have to give them reason to stay.Since they have proved themselves in old system, they stand to lost the most out of change. Help them find an equally rewarding place within the new order.Sell the change to them, its necessity, effect and details.
- 6. The six commandmentsProvide clear informationMake your stars part of the planningPresent a united frontApproach resistersPay attention to personal concernsPretest details of the change
- 7. 1.Provide clear informationIf you dont tell people what is going on, they will make it up, often imagining the worst.Communicating the change is different from selling it.You must make a compelling business case for the change.
- 8. 1.Provide clear information(cont..)They need to feel both valued and in control.Talk to your star players before everyone else. This will demonstrate that you value them more and gives them an immediate role in the new effort.
- 9. 2. Make your stars part of the planningThey crave for the involvement from the beginning and love it when they are given the control of things.Involve them in the change process ab-initio: right from the planning stage to execution stage.
- 10. 2. Make your stars part of the planningThis involvement will make them feel truly valuedThis will also help you exploit their full potential.And above all, their fear of change is gone. So they are more likely to stay.
- 11. 3. Present a united frontThe leadership team has to sell the future to the stars.For that, the leaders have to be united.Since the star performers are the brightest, they can sense trouble from a distance.Any inconsistency in the messages coming to them makes them imagine things.
- 12. 3. Present a united front(contd..)The message should be uniform and consistent. Before the message is passed on to them, the leaders have to know about the bullet points, the exceptions and concerns that are anticipated, along with the solution to them.
- 13. 4. Approach resistersNot everybody will buy the change.Star performers know about their stardom in the old system and that they may lose the most from change.So they are more likely to resist the change.Instead of pushing aside the resistors, try talking to them.
- 14. 4. Approach resisters(cont..)The resisters may see something that you dont.Its not the change they object to but rather a possible result of it that affects them personally.If they continue to resist, try to figure out what is underlying their objection.
- 15. 5. Pay attention to personal concernsPeople want to know how the change will effect them personally.You have to show that the organization is paying attention to their career paths and has a structure in place to handle these purposefully.Different people have different expectation. A competitive player wants another challenge while your star researcher will want assurances that his work wont be disrupted.
- 16. 5. Pay attention to personal concernsHelping your stars identify their desired places in the new order is important for their long term retentionFor that you must understand what drives your top performers as individuals and actively collaborate in planning their role following the change.
- 17. 6. Pretest details of the changeAfter knowing the broad outline of their new roles, they will want to know how the change will affect their day-to-day activities.They want assurance that the change wont transform work they enjoy into a daily grind. Try to simulate the new order to know how it effects them and whether some changes are required.
- 19. Thank you!!!
- 20. Q and A?