The Loss of Top Performers and Specialists in Critical Positions

All employee turnover is not equal and all hiring is not equal. The loss of top performers and specialists in business critical positions has a much higher impact on the business. In leadership, we know the importance of solid performers, the ones that do their jobs well everyday, makeup the backbone of our business stability. We must be able to focus on these Top and Solid employees, Top Managers and Unskilled Manager, and critical positions. This requires Big Data from multiple disparate systems, advanced mathematical sciences including prediction, advanced alerts, AI, and individual retention plans for each of these employees.

Are Retention Plans for all employees essentially the same? No way! Top Performers and Specialists in Critical Positions will require different Retention Plans than call center operators.  A $50 gift card to a call center operator may well increase retention. A $50 gift card to a 6-figure top performer or specialist may actually be perceived as an insult. 

The Primary Reason Top Performers Leave and When

From 15-years of work in the area of predictive flight risk along with the primary reasons, our team knows top performers, after 3-years in the same position, have over an 80% probability of leaving in the next year.  Why? The data shows that top performers appear to get bored. Top performers need new challenges, professional growth and learning.  Does any manager want to move a top performer into a new role when they are doing a superb job in their present job or even consider a transfer to a different department? Heck No! However, if we don't take those actions, that top performer will likely be working for a competitor in short order.

Recommended individual employee actions are the domain of AI and it takes the AI 6-months to a year to learn the specific effective actions to retain top performers, solid performers and high paid specialists in critical positions for each business.

Below shows the business risks of Performers and Specialists in Critical Positions to the overall business and to 3 core business departments in a 295-bed, award winning hospital.

The Now Measured Costs and Risks of Inadequate Managers is Exorbitant

When we examine turnover of Top Performers and Employees in Critical Positions by their managers, the unskilled and ineffective manager loss of these 2 employee groups is disproportionately high. In our guts, we all instinctively know this is costly to  our businesses; yet, these are one of those workforce areas where risks, productivity and performance were previously unmeasurable. The good news is now they are measurable and manageable. The bad news is the cost and business risks of poor managers is far more than we imagined in our guts.

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