High Achievers Are the Most Neglected Employees

"After the great resignation and quiet quitting, organizations are scrambling to retain top talent. They're trying everything from increasing salaries and expanding perks to offering greater flexibility. Yet many companies are still losing the very people they can least afford to lose: their highest performers. This is not primarily a compensation problem. It is a development problem. Research consistently shows that high achievers are not leaving because of pay alone."

"Performance management systems are a standard in every large organization, where your performance is measured against expectations. Those who fall below expectations are quickly identified and supported with performance improvement plans, targeted training, regular feedback, milestones they need to achieve, and close managerial attention. But what happens to employees who score at the top? Those who routinely exceed expectations? They are often told, "Great job. Keep doing what you're doing," and are left alone until the next annual review."

High achievers often leave because growth and development have stalled, not primarily because of compensation. Organizations increase pay, perks, and flexibility but still lose top performers who feel overlooked and underdeveloped. Performance management systems tend to focus on low performers with improvement plans, training, and close attention, while high performers receive praise and are left alone. Individuals performing at high levels benefit most from stretch assignments, deliberate practice, and targeted feedback. Investing in accelerating excellence yields higher returns and helps prevent disengagement, job searching, and turnover among the most valuable employees. Growing high achievers is a strategic advantage, not a perk.

Read at Psychology Today