Retaining Top Talent

Heads of People: Can we normalise people staying in the same job for longer, and not always incentivising promotion? One of the coolest insights straight out of my latest interview on the FNDN Series, was this concept from guest Jessica Z.. The idea: Don't put an upper limit on your salary bands. Some of the most common pain points I get asked about on salary bands are: • What do we do when people inevitably reach the top? • What do we do when people are over band? • How can we still incentivise them? Maybe we should stop limiting the salary of these people altogether, and instead continue to reward the growth they're seeing in their role. I can see this being helpful in a few ways: 1. It recognises the replacement value of these people. The cost involved in replacing that level of capability and company knowledge is huge.  Often 1.5x to 2x salary.  Why not share a fraction of that cost with the person? 2. It gives people an avenue to keep raising the bar in their role. This prevents the constant drive for promotion. It prevents people having to exit the business to pursue growth (in salary/capability). Not stagnating. Not being complacent. But genuinely thriving in a role without the constant pressure to chase a new title or climb the corporate ladder. Some people love what they do. They become experts, mentors, and the go-to person for their team. They know the company inside out, contribute consistently, and bring immense value. Yet there’s this unspoken expectation that career success = frequent promotions or job-hopping. But what if we valued depth of expertise as much as upward mobility? What if companies rewarded longevity with meaningful pay rises and career development — without forcing people higher up the career ladder if that’s not their goal? Ambition isn’t one-size-fits-all. Let’s normalise growth in place. Let’s normalise paying people well for being great at what they do. Does the pressure to "move up" take away from people excelling where they are? 🔗 Link to the full discussion is below.

Staying true to yourself while climbing the career ladder isn't easy. But it's crucial. I've seen firsthand how a mismatch between personal values and company culture can lead to disaster. One individual, a quiet, process-oriented person, was overwhelmed by our fast-paced, energetic environment. He left within a month. I've also witnessed people trying to adapt to cultures that didn't suit them, suppressing their natural tendencies and feeling unfulfilled. The lesson? Find an organization where your values align. Seek a culture where your authentic self can as much shine. When you find that alignment, magic happens: • You'll contribute with passion and purpose. • You'll bring your best self to work. • You'll achieve true career growth. Don't compromise your authenticity for the sake of fitting in. Find the environment that allows you to thrive, both personally and professionally.

Your Top Performers Are Planning Their Exit (8 subtle signs you're about to lose them) High performers don't storm out dramatically. They slip away quietly while you're not paying attention. The signs are there if you know where to look... Here's your early warning system: Schedule Shifts 🚩 Increasingly "unavailable" during work hours ↳ Flexible schedules become rigid... ↳ Because they're taking calls with recruiters. Energy Changes 🚩 Fountains become monuments ↳ Ideas stop flowing in meetings... ↳ Because they're their mind is elsewhere. Put Off Priorities 🚩 Quarterly goals feel less urgent ↳ Long-term planning gets rubber-stamped... ↳ Because they won't be here to see them through. Information Hoarding 🚩 Knowledge sharing goes into overdrive ↳ Detailed process documents appear overnight... ↳ Because they're training their replacement. Professional Networking 🚩 Conference attendance requests spike ↳ Industry event participation increases... ↳ Because they're nurturing new connections. Quality Standards 🚩 "Perfectionist" becomes "that's fine" ↳ Attention to detail starts slipping... ↳ Because their focus is shifting to what's next. Team Engagement 🚩 Office social events get declined ↳ Casual conversations become transactional... ↳ Because they're emotionally distancing themselves. Skill Development 🚩 Training requests in adjacent areas ↳ Learning focus shifts outside their role... ↳ Because they're preparing for their next position. Your Prevention Strategy: • Create advancement opportunities now • Address frustrations, optimize for impact • Invest in their growth, not just their output • Ask directly: "How fulfilled are you here?" This conversation might be hard. But losing them is harder. Let us show you how to prepare:  https://lnkd.in/e6F-Kxib The Reality: Great people leave managers, not companies. They don't quit jobs. They exit relationships. The Remedy: Replacing top talent costs 2-3x their salary. Retaining them costs your attention and intention. Which warning signs are you seeing on your team? ♻️ Share to help leaders retain their best talent 🔔 Follow Dave Kline for more retention strategies

Your best people are slipping through your fingers. And you probably don't even know why. If you don't want to lose brilliant team members, pay attention. They aren't leaving you for more money or a better opportunity. They are leaving because you might be suffocating them. Here's the uncomfortable truth about keeping top talent: 1. Give them agency or watch them leave. Micromanagers, this one's for you. Every time you hover, every time you dictate the 'how', you're creating dependent robots instead of empowered humans. The best people don't want to check their brains at the door. They want to know their decisions matter. 2. Tie their wins to their wallets. Not always cash—sometimes it's time off, public recognition, or just a genuine "that was brilliant." Recognize your top performers or you train them to become indifferent. 3. Tell them what, never how. "I need this to convert at 20%" beats "Use this font, this color, this layout" every single time. The moment you rob them of their process, you rob them of their pride. 4. Growth or goodbye. Top talent has a ceiling allergy. Small team → bigger team → client face time → financial decisions. Show them the ladder or they'll find another building. 5. Treat them like family (the functional kind). Look out for them. Actually care. Not that "we're a family" corporate BS, but genuine "how can I help you win?" energy. Bonus: In interviews, ask: "What would make you stay somewhere for 5 years?" Take notes. And actually follow through. Already missed that chance? Sit down with your best people TODAY. "What gets you excited about coming to work? What would make you never want to leave?" 15 minutes. Could save you months of recruiting. Who's the best person you ever lost? What would you do differently now? Small Business Builders #leadership #talentretention #teambuilding

Recognition isn’t a “nice to have.” ⚡ It’s the invisible currency that determines whether your top talent stays or leaves. If you're facing high turnover or disengaged teams, start here: How to build a recognition-rich culture (in 5 steps): Step 1: Make it specific and timely ✔️ Recognize wins as they happen ✔️ Name what impressed you (“Your presentation closed the deal” > “Nice job”) ✔️ Tie recognition to company values Step 2: Mix up your approach ✔️ Public shoutouts (for extroverts) ✔️ Private notes (for introverts) ✔️ Peer-to-peer recognition = community boost ✔️ Thoughtful tokens > generic swag Step 3: Build systems—not just moments ✔️ Set regular rituals (weekly, monthly) ✔️ Train managers to spot and celebrate effort ✔️ Use tools to track recognition and avoid blind spots ✔️ Normalize appreciation, not just performance reviews Step 4: Link it to personal growth ✔️ Use recognition as a springboard for development ✔️ Highlight strengths—and show what’s next ✔️ Reward consistency, not just big wins ✔️ Invest in the people showing up, day after day Step 5: Measure the impact ✔️ Check engagement scores pre/post changes ✔️ Track turnover before vs. after implementing systems ✔️ Collect feedback on how seen your team feels ✔️ Compare recognition ROI vs. recruitment costs When people feel valued, they give you their best. When they don’t, they give you their notice. Recognition is the most underused zero-cost driver of retention and performance. 💬 What’s one recognition moment that made you feel truly valued? Connect with me here https://lnkd.in/gPevGFGD LinkedIn Guide to Creating LinkedIn News India LinkedIn

The biggest lesson from building a £4.1bn business:  Pay your top people what they're worth, or lose them. If you want to retain your A-players, or hire new ones, you must compensate them fairly.  There's no shortcut or company benefit to replace a good salary. Steve Jobs said it best: "A small team of A-plus players can run circles around a giant team of B and C players." He was right. McKinsey found that high performers are four times more productive than average ones. And in complex decision-making roles, the top 5% will deliver 95% of the company's value. When scaling HomeServe, I developed an approach to high-level retention and high-quality hires. When retaining A-players: 1. Increase their salary as they grow.  If they're delivering more value, pay them more. It's quite simple. 2. Don't just offer salary.  Give them a proper bonus with clear objectives and equity that drives long-term thinking.    3. Create real incentives.  For example, at HomeServe, we created a Summit Programme that helped female managers jump a level when they took time out for family. (One of those people, Deb Dulsky, went on to become CEO of SafeBasements.) When hiring A-players: 1. Hire top headhunters.  Pay for two firms to pitch by providing sample candidates. Their expertise is worth every penny. 2. Pay them according to their value.  If someone can generate eight times the value, don't pay them the market rate. 3. Invest in Level 5 leaders.  These are ambitious, resilient, persistent and curious people who put the business above their own ego. A-players set your culture and motivate the rest of your team to do better. When you invest in them, everyone else will rise to meet that standard.  That alone makes them well worth the short and long-term costs. If you're serious about scaling your business faster, you need to learn how to do it properly. That's why I run free Growth Workshops through Business Leader for UK founders turning over £3m to £100m. We cover the 9 steps to building a billion-pound business, but more importantly, you learn from entrepreneurs facing the same challenges you are. Including how to hire the best of the best, and keep them on your team. Learn more and sign up here:  https://lnkd.in/e5wQ6JGS Share your thoughts on hiring and compensation in the comments below. 

The price of losing top AI talent While companies race to integrate AI and develop new products, too many are underestimating the most crucial input to their success: their AI team. The price of losing great AI talent is not just about the cost of backfilling a role. It’s a strategic loss with compounding consequences; often invisible in the short term, but painful and obvious over time. Many exec teams are still building conviction about the value of AI investments. When top talent leaves, it sends a signal, whether intentional or not, that the internal bet may not be worth it. Morale drops. Other high-performers start to reevaluate. Momentum slows. Worse, replacement hires often come in without the internal credibility or context to move quickly. The engine stalls. So what should you do? Treat your AI team like your strategic differentiator, because they are. That means not just competitive comp, but involvement in high-leverage business decisions, autonomy to build, and a clear signal from leadership that this work is foundational. Create an environment where the best people want to stay, because they see their work making a tangible impact every day. AI will reshape entire industries. But who gets there first and fastest will depend less on which AI models are available and more on which teams are empowered to build with them. Losing your best AI talent is not just a retention issue. It’s a strategy failure.

Recognition costs nothing. But failing to give it will cost you your best people. I've spent over 25 years running businesses, and one thing is clear, attracting and keeping top talent is a challenge for every company, big or small. Many leaders believe they need deep pockets to build a great team, but money alone isn’t the answer. The best leaders know that retention comes from how you lead, not just what you pay. Here’s what I’ve learned about keeping top performers - without breaking the bank. Here are the 10 ways clever leaders keep their top talent: 1. Challenge Their Growth Daily These leaders understand that boredom kills talent. They: ↳ Create daily challenges that stretch skills. ↳ Keep their team excited through continuous learning. ↳ Transform routine tasks into growth opportunities. 2. Make Recognition Your Superpower They know that acknowledgment is rocket fuel for loyalty. They: ↳ Celebrate small wins consistently. ↳ Make recognition a daily practice. ↳ Use specific praise to show understanding. 3. Build Trust Through Freedom These leaders understand the power of autonomy. They: ↳ Give real ownership of work. ↳ Trust their team to deliver. ↳ Avoid micromanagement at all costs. 4. Provide Support That Matters They know support isn't a bonus - it's essential. They: ↳ Ensure teams have necessary tools. ↳ Reduce stress through proper resourcing. ↳ Create environments where output can soar. 5. Create True Belonging Beyond diversity numbers. They: ↳ Build truly inclusive environments. ↳ Create magnetic team cultures. ↳ Foster genuine belonging that drives innovation. 6. Offer Clear Growth Paths Show your people where they're headed by: ↳ Mapping out clear advancement paths. ↳ Sharing inspiring success stories. ↳ Making growth feel achievable. 7. Lead with Real Purpose Inspire your team by: ↳ Creating a compelling future vision. ↳ Showing how each role drives mission. ↳ Making big goals feel tangible. 8. Master the Small Moments Build lasting connections through: ↳ Writing thoughtful personal notes. ↳ Giving specific, meaningful praise. ↳ Creating memorable interactions. 9. Listen Actively Show you truly care by: ↳ Asking growth-focused questions. ↳ Acting on team feedback. ↳ Making every voice matter. 10. Handle Pay Right Get compensation basics right by: ↳ Setting fair market baselines. ↳ Building non-financial value. ↳ Creating motivation beyond money. Remember: While fair pay matters, it's these leadership practices that create the loyalty money can't buy. ⤵️ How do you keep the best talent in your organisation? ♻️ Share this post to help other leaders build stronger teams. ➕ Follow me, Jen Blandos, for actionable daily insights on business, entrepreneurship, and workplace well-being.

Want to know Google’s secret to employee motivation? It’s so simple, any founder can start using it today: At Google, I’ve seen firsthand how recognition fuels engagement, collaboration, and retention. And surprisingly, it doesn’t take much—just a simple system called Peer Bonus. Here’s how it works: STEP 1 — Nomination Anyone can nominate a colleague for going beyond their core role. STEP 2 — Reward It comes with a small financial reward, but the real power is in public appreciation—managers, teams, and leadership see the impact. STEP 3 — Magic happens A ripple effect starts—when people feel valued, they contribute more. I’ve seen this in action countless times. A Googler helps another team solve a problem outside their immediate scope. Their contribution gets recognized with a peer bonus. Soon, others step up to do the same. Recognition becomes a habit, and collaboration follows. Why this matters (beyond Google): ✔ Motivation thrives on appreciation When people feel valued, they don’t wait to be told to go the extra mile, they just do it. ✔ Recognition builds culture No expensive perks required. Just a commitment to making great work visible. ✔ Startups can do this today No need for a formal system. A quick shoutout at a weekly meeting or a Slack highlight can have the same effect. 3 ways founders can build a culture of recognition: 1 — Start every meeting with a shoutout Take 2 minutes to acknowledge great work from the past week. It sets the tone for a culture of appreciation. 2 — Make recognition public Whether it's a Slack message, an email, or a team-wide announcement, make sure others see and celebrate contributions. 3 — Give specific feedback Don’t just say “Great job!” Be specific: “Avi helped us achieve X by doing Y. The total impact was Z.” Founders: How do you make sure your team feels seen and valued? #LifeAtGoogle

8 Hard Truths About Why Top Performers Stay (And why free coffee and ping pong won't cut it anymore): Let’s stop pretending perks keep top talent. They leave when leadership doesn’t match their ambition. Here’s what actually makes them stay: 1. Meaning Beats Perks → They want to know why their work matters, not just what it earns. → If you can’t link daily work to impact, they’ll find someone who can. 2. Autonomy Builds Loyalty → Micromanagement repels talent. → Trust them to own the outcome, not just follow instructions. 3. Growth Isn’t Optional → High performers don’t coast, they climb. → If they’re not learning, they’re leaving. 4. Feedback Isn’t Just for Fixing → Great people want to know where they shine, not just where they struggle. → Praise publicly, coach privately, and do both often. 5. Recognition Must Be Personal → A generic “great job” isn’t it. → Name the impact. Show that you noticed. 6. Challenges Keep Them Engaged → They don’t fear stretch goals, they need them. → Boredom is the quiet beginning of disengagement. 7. Influence > Inclusion → Listening is good. Acting on what they say is better. → If their input never shapes decisions, they’ll stop offering it. 8. Energy Matters More Than Hours → Burnout doesn’t look like laziness. It looks like quiet resignation. → Protect their energy, not just their time. You can’t retain top talent with surface-level perks. You do it with purpose, challenge, trust, and real leadership. What’s one thing your company is doing to keep great people growing? ♻️ Share this with a leader who thinks retention is about free snacks ➕ Follow Helene Guillaume Pabis for bold, human-first takes on leadership, performance & culture ✉️ Newsletter: https://lnkd.in/dy3wzu9A