LIFELONG LEARNING

A high performer can deliver 400% more productivity than the average performer.

 

Despite this, when most managers look at workforce statistics, all employees tend to be lumped together into a category so broadly defined that it becomes difficult to take meaningful decisions. If your average employee tenure is six years, is that good or bad? You could benchmark the Fortune 500 and find that indeed you would look pretty good, tied at 40th place. But if the people you are keeping are the low performers and your high performers are leaving, would that be really so great?

 

Last summer, my colleagues and I at SAP conducted a study with Oxford Economicsacross 27 countries to find out what the future workforce wants. We led twin studies of executives and employees and asked the employees how they were rated on their most recent performance appraisal rating. Of the 2,872 employees, their responses were spread with about 40% being high performers, 40% average, and about 20% below average.

 

As you would expect, high performers as compared to low performers are more satisfied with their jobs and less likely to leave their jobs in the next six months. But in looking deeply into high performers specifically, you’ll see that the numbers aren’t as comforting as we’d hoped. As you can see in the figures below, one in five high performers are likely to leave in the next six months (versus one in four of employees overall who are likely to leave in the near term), and less than half are satisfied with their jobs.

 

เขียนโดย :  Karie Willyerd

ศึกษาข้อมูลเพิ่มเติม : Harvard Business Review