High performers benefit the company but for how long? High performers are difficult to manage and even harder to keep. Training and development is one of the main ways to keep high performers. Without training and development, they will leave – guaranteed.
High performance employees see quality as a priority in the workplace. They focus on doing a good job to satisfy clients and customers. They concentrate on improving their skills and take the lead when it comes time to making decisions. These characteristics add to their skills and talent to provide innovation and new development within the company.
Autonomy provides a key ingredient of top performers in the workplace. High performance employees manage their time, complete their workload and learn from their experience to plan ahead with a great deal of autonomy. Top performers report they have more flexibility than typical performers. Average performers have little or no autonomy, having their jobs closely monitored by supervisors. High performers rely on their strengths and insights to get the job done.
Input and Feedback
High performers seek input and feedback from their managers. They want more detailed information about their work, so they can stay on check with their job performance. High performance employees also keep track of the influence and knowledge within the organisation. They will have frequent contact with managers in other departments and subsequently use the input from the overall organisation to develop new ideas. They know when to take the “lead, follow or get out of the way” approach constructively.
A self-directed approach allows high performers to know what they need to do to support their career development and to help the organisation. The high performance employee remains motivated and self-initiating. High performers are more likely to perform research on their own or spend significantly more time in training programs than typical performers. They may look for new assignments or projects to take on and search for opportunities to try something different. They continue to learn new responsibilities to take the next step in their careers. They are eager to handle challenges that help them learn and grow.
High performers have people-oriented and strong relationship-building skills. Good networking skills help high performers to reach out through the organisation and at outside sources to gather information and contribute ample knowledge to the organisation. Top performers have larger networks than the usual worker. They can quickly call on these contacts and sources, whether within the company or outside the organisation, whenever the need arises. This ability to collaborate with others provides growth for the high performance employee and benefits the company.
A top performer keeps cool under pressure. High performance employees remain emotionally stable and consistent in their style of working and leadership. They will compromise and be open minded when the time is right to change positions instead of being stubborn or resistant. This helps top performers learn quickly and become excellent problem solvers.