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When Bad Things Happen to Good Employees

It’s always a challenge to hold on to valued employees–harder still when the economy is at or near full employment, like the statistics say it is right now.

It’s an old adage among hiring managers that people don’t quit their jobs or their companies; they quit their managers. High-performing workers need to be engaged, challenged and appreciated. When they’re not, the slow-but-steady process of disengagement, and eventual departure, sets in.

One long-time employment expert refers to that syndrome as “brownout,” as opposed to “burnout,” because it’s a longer, smoldering process.

The author of the blog posted on LinkedIn offers managers some handy tips to prevent brownout among your workplace stars:

  • Don’t treat all your employees equally. High performers need higher levels of recognition.
  • Don’t tolerate poor performance. The weakest links will drag your good people down with them.
  • Recognize individual accomplishment. Early and often, as that is how top performers tend to work. Find out from them what type of recognition means the most to them.
  • Cultivate a relationship with your people. Be professional, but also be a human being, and reach out on a personal level to your staffers when they need the support.
  • Let your people pursue their passions at work, and let them have fun.

Smart managers will take a page or two out of Google’s playbook. Your talented workers also tend to be passionate, so let them explore that in a work context. Corporate stars work hard, and need to take breaks to play. Whether it’s an on-site gym, a catered meal or a coffee bar–if your high performers don’t enjoy life at your firm, they’ll find one where they do.

Read the full post on LinkedIn.

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