Here are some things to consider when promoting to retain staff: • Be transparent and sincere. Once promoted, high performers need to know what their new performance metrics are and what expectations we have of them. This is double important in a remote or hybrid environment, where there are fewer informal opportunities to set and adjust expectations. • Be fair with salary scales. Titles are great but the reality is people expect to be paid fairly for the value they bring to your organization. Using titles to increase output or workloads without compensation is unfair to employees and will make your high performers consider other work alternatives. • Create opportunities. Recall how it felt to be “on the way up the ladder” and extend a hand to help the next performer navigate the rungs. This includes small things, like forwarding good, solid work with one or more operational executives. Put people in charge of projects, process management, or any area where they feel they are “in charge.” Examples are naming someone the Head of Accounts Payable, even if it is a one-person department. It acknowledges the outstanding work, provides status and authority, and motivates up-and-comer to provide you with even better results. What do you do with those who haven’t been promoted or are not ready to be promoted? • Take the time to explain why they haven’t been chosen and what they can do in order to be promoted in the next round or cycle. Training and mentoring is still critical for this group. • Give them new stretch or development assignments and projects. They are going to be challenged to perform new tasks and feel they are growing. • Reinforce the team. Team building is very important. People need to feel they belong to a group and they are working towards the same goal. Organizing a lunch with your team or any other fun activity will help.
30 I ACHIEVENEXT HELPING YOUR MANAGERS SUCCEED
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