Talented individuals often need reassurance and explicit motivation - if we are to retain them over time. Many of them know they are talented - and therefore know their own market value.
Many of them, however, do not need high salaries to motivate them - what they often want is a need to feel they are contributing and making a difference to the organisation they work for.
That is why they often like to work for start-ups ... their impact is both more direct and more visible.
But, assuming you are not a start-up, what can you do.
Well, you should let them know they are being monitored - this - as the Hawthorne effect reminds us - is itself a motivating factor. and you should measure their impact - and let them know it is being measured.
Your key performance indicators should include measures that are people/talent related.
Many of them, however, do not need high salaries to motivate them - what they often want is a need to feel they are contributing and making a difference to the organisation they work for.
That is why they often like to work for start-ups ... their impact is both more direct and more visible.
But, assuming you are not a start-up, what can you do.
Well, you should let them know they are being monitored - this - as the Hawthorne effect reminds us - is itself a motivating factor. and you should measure their impact - and let them know it is being measured.
Your key performance indicators should include measures that are people/talent related.
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