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By: Jangyesh Prasad Samantaray
Roll No.: 13
RMC, 1st year
 In organizations motivating high performers is a critical task to perform.
Usually high performers get compensations for their contributions to
organization. But problem arises when the compensation is not sufficient to
motivate.
Motivation tips:
* Capture your employees' attention. Rally your people around a common
message or call to action using creative communication strategies and
inspiring events.
* Drive consistent messaging within the organization to make sure that
everyone is on the same page. For example, hold monthly all -employee
meetings and encourage ongoing communication from company leaders.
Implement multiple points of contact and interaction with your people, using
forums such as team meetings and employee focus groups, as well as p osting
news on your intranet.
* Demonstrate how much you value your team members as individuals. Take
the time to ask about their family and outside interests. The little things, like
remembering birthdays and asking about a son's hockey game, will be
appreciated and ultimately contribute to productivity and loyalty.
* Provide ongoing learning opportunities for your people. Employees will be
more engaged and productive when they feel that they are always learning
something new and that their company is committed to helping them develop
in their career. Focus on offering the right kind of training using the right
medium at the right time.
* Recognize contributions and reward results. Employee recognition and
reward programs give employees positive feedback and concrete goals to set
for themselves. Inspire your people to reach both organizational and
individual goals through creative and targeted incentive programs.

Once chief motivators have been identified, organizations can then uncover
gaps or improvement opportunities and act on them. "Identifying high -
potentials and their key motivators is only part of the process," notes Suri. "If
gaps exist, it's up to management to close t hem. Drawing up and
implementing a comprehensive communication platform and action plan can
achieve this. However, just having a plan in place doesn't ensure its execution,
and one of the greatest challenges for management is to actually deliver a
program to its high-potentials."
Career Opportunities

Insight, commitment, and investment are required to inspire high-potentials

to perform at their highest levels and, according to Hewitt's Talent Pulse
Report 2006, three factors strongly impact high -potential motivation. First,
genuine opportunities for advancement are critical. Top talent don't just want
to expand their responsibilities within a job, they also want advancement
opportunities throughout the organization. They are not content staying in the
same role for any great length of time, and the lack of real opportunities for
advancement and professional growth within organizations results in a feeling
of stagnation. "Today's high-potentials are younger and more ambitious than
ever," explains Suri. "They have extremely high expectations for themselves
and want to move up the corporate hierarchy faster. Moreover, they are
happy to take on more responsibility in order to achieve their goals."

Not only do high-potentials express a strong desire to excel and have upward
mobility, they also want to be presented with new challenges that are
achievable in the near term, not years down the road. For them, opportunities
to advance go hand-in-hand with development, learning new skills, and
having new experiences. "People are no longer content to wait until they are
40 to be leaders," comments Suri. "High-potentials are hungry for success and
once they have tasted it, they want to achieve more, faster. This in turn feeds a
more competitive benchmark of younger leader s."

Compensation

The second factor affecting high -potential motivation is compensation. The

best and brightest talent, are driven by top dollars. Most high-potentials are
achievement-driven individuals who believe they should be paid more
because they've earned it. For them, achievement is often measured in terms of
pay and as a result, they want their pay to accurately reflect their level of
contribution and personal effort. "Compensation is one of the most viable tools
an organization can use to reward high-performers," says Suri. "Perceived as a
statement of worth, it is the thing that sets them apart from average
performers."

Additionally, total compensation is interpreted by many high -potentials as an

indication of whether they had accomplished and/or exceeded their goals,
and showed the value the company placed on them. "In the minds of high -
potentials, there is a direct relationship between performance, compensation
and status. If they do not feel they are being rewarded appropriately for their
efforts, they will move elsewhere."

Work-Life Balance

A realistic work-life balance is also extremely important to high-potentials.

Although their passion for achievement drives them to work hard, stretch
limits and exceed expectations, this does not mean top talent are willing to
sacrifice their quality of life for professional success. "Flexible working
arrangements are a top priority for many high-potentials," agrees Suri. "They
don't like being restricted by a traditional nine -to-five system and often prefer
to determine their own work schedules."

This means they will consider factors such as: the number of hours required
on a weekly basis, the amount of travel required, the extent of sacrifice of
personal life for professional success, and the degree of fle xibility they are
offered in terms of how and when their work gets done. "Supported by
technology, organizations can now offer their employees a lot more freedom
when it comes to the working environment. For example, as more people
express the desire to work from home, telecommuting is becoming more
common. This flexibility has a direct result on engagement levels which
ultimately leads to a more motivated workforce."

Ongoing Leadership Development

If organizations wish to create a leadership pool from whic h to draw for years
to come, they need to do everything in their power to continue to attract,
retain, and motivate their top talent. As Suri states, "It's no secret that
improving and sustaining high-potential motivation gives any organization a
competitive advantage. Companies know that high value work leads to
improved business results so it is in their best interest to nurture their high-
potentials. After all, these are the individuals who will be driving the corporate
agenda forward in the future

"Show me the money" is not the only mantra of today's worker, and
organizations must recognize that and adapt their retention strategies
accordingly.

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