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The Pulse of Modern Compensation | Rewards Roadmap: The Proven System for People Leaders

Unlocking the Secret to Retaining Top Talent in High-Tech Did you know? 40% of high performers leave within the first year if they feel undervalued or see no path for growth. High expectations alone won’t drive success—you need a strategy that aligns performance with tangible outcomes. When your top performers know that their contributions directly lead to higher pay, promotions, and recognition, engagement skyrockets, and turnover plummets. So how do you create that critical performance-outcome link? Here’s the formula: 1. Timely and Actionable Feedback: Stop waiting for annual reviews. Real-time insights create real-time impact. 2. Forward-Focused Reviews: Let’s talk about future potential, not just past performance. 3. Leadership Pipelines: Recognize and reward to grow leaders from within. According to a Gallup study, teams with engaged employees see 21% higher profitability. Who wouldn’t want that? Your next step? Assess if your team’s current performance outcome link is truly motivating your top talent—or silently pushing them away. What’s worked for you? Let’s discuss in the comments! 👇 Read more: https://lnkd.in/e2WNx5hi #TalentManagement #CompensationStrategy #HRLeadership #EmployeeEngagement

Linking Employee Performance to People Outcomes

Linking Employee Performance to People Outcomes

https://compteam.net

Jackson Brockway

Compensation Consultant @ CompTeam | Driving Strategic Alignment and Data-Driven Solutions

2mo

It's true that recognizing and rewarding top performers is crucial for retaining talent. Timely feedback and a focus on future potential can make a significant difference.

Howard Nizewitz

Managing Consultant at CompTeam

2mo

Creating a compelling link between employee performance and outcomes is crucial for retaining top talent. Real-time feedback, future-focused reviews, and leadership pipelines are key components of this strategy.

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