When you lose a high performer (at Culture Amp we call them “high-performing employees”, as we see performance as a fluid state), your team, and sometimes even your entire organization, feels the pain of that loss. High-performing employees lead teams in many ways. They do great work, pick up slack and set an example that boosts the entire team’s performance. If what they say about the 80-20 rule is true, then we could assume that the top 20% of your people – high-performing go-getters – produce 80% of the work. And losing one of them can have a big impact.
The weight of losing top talent
Regrettable attrition refers to a form of voluntary turnover that translates to the attrition of high-performing, high-potential employees. Of course, turnover is high in many fast-growth organizations, and most teams have come to expect it. However, regrettable attrition tends to impact teams’ workflow and morale more heavily.
While every instance of voluntary turnover has an effect on your organization and teams, in some cases those effects can be positive. For example, a leaving employee may have been difficult to work with, or barely meeting performance standards. This kind of turnover may cause minimal disruption, or even make your organization breathe a sigh of relief.
On the other hand, regrettable attrition can cause significant challenges for your team, including gaps in skills and knowledge, increased workloads, decreased morale and confidence, and even interpersonal conflict. It can be difficult to know what to do when a high performer resigns, but some guidelines that can help.
Here are a few best practices you can use to soften the blow and cope with the loss of a high-performing employee.
Communicating the employee’s resignation
No one likes change. Beyond the fact that a team’s performance will likely drop while experiencing regrettable attrition, the team’s morale is also likely to tank, especially if the leaving employee was well-loved. Your team members’ mental and psychological states of mind are just as important as the new state of their workflows and resources.
To effectively communicate the new expectations and plans to handle this change, there are three primordial skills that managers should develop:
- Have open and honest communication
- Learn how to handle conflict
- Give feedback in a way that makes sense to each individual
It’s important to remember that your team has just lost a trusted, respected team member. This can cause emotions of sadness, anxiety and even grief, and they need to know you care. By keeping employees in the know, managing any conflict or concerns that might arise, and giving clear, personal feedback, you can provide a source of stability, vision, and empathy for your team throughout the transition.
Managing and redistributing the workload
Once the team’s feelings and concerns have been expressed and heard, it’s time to get to work. Yes, your all-star employee has left, but the world hasn’t stopped turning. There are likely some alternative ways to arrange your team to get the most out of them. Since they’re already going through change, this might even be a good time to review the actual structure of the team to make sure it’s the most effective.
We believe that every team has to reform in order to perform, and go through the four stages of team formation: forming, storming, norming and performing.
Once you’ve defined the new team structure, you’ll need to understand project management for this new team.
First, start by assessing each person’s unique skills, strengths, and career trajectory as part of the overall team composition. Is there one person who’s more task-oriented? Does one of them have a knack for people and communication? Don’t forget to think long-term: You can examine each person’s growth goals and potential for leadership to help you optimize your team’s responsibilities for today and tomorrow.
Second, you need to analyze the work that needs to be done. Now that the team has a new composition of skills, strengths and development goals, address whether each team member should be handling the work they have on their plates, shifting responsibilities, or taking on new projects.
Replacing employees with the right skills
Beyond balancing the current workload among your team members, you might need to think about bringing in a replacement. But let’s caution against trying to find your lost employee’s doppelganger. This would not only be a frustrating task but could end up in you passing on exceptional candidates while looking for this fictitious twin. One person may be good at a broad range of tasks while another may specialize and focus on a few specific skills. When you think of the high performer who recently left the team, do you understand the skills this person possessed and how it benefited the work the team has in front of them? Are some of those skills redundant amidst the team? Are some skills crucially missing from the team?
Before you post the new job description, make sure to analyze the work that needs to be done and ask for your team members’ feedback on what the new job description should include. There might be a mismatch between the work that needs to be done and the old job description, or perhaps some new needs or shifts to the role you should consider. Your team will likely have important insights on which skills and characteristics made the last person such a valuable team member, and what the day-to-day reality of the role requires.
Next, consider this feedback in light of your long-term business strategy. How do your present needs compare with what your organization might need tomorrow?
In a recent report from IBM, researchers emphasized understanding which skills are most important. With digital technology disrupting many jobs, what’s true of each job today may not be true in a year or two, so remember to hire for the future, not for today.
We get it: you’re now left with a very long list of considerations for your replacement hire, and you might not be able to find a candidate who meets all of them. If that’s the case, we would recommend looking for one who shows a high willingness to learn and develop those skills over time.
Upskilling employees to fill the gaps
This year’s Global CEO Survey from PwC argues that upskilling is one of the most important things leaders can do. The Fourth Industrial Revolution is currently taking place – and taking jobs – as the impact of artificial intelligence and machine learning grows larger every day. In this survey, CEOs report that four key forces are driving upskilling:
- Increasing job automation
- Decreasing talent availability
- Decreasing mobility and skilled labor
- Aging talent
These forces are giving rise to what the World Economic Forum calls the jobs of tomorrow, making it increasingly vital for leaders to help their people upskill quickly. And this comes in particularly handy when you’re trying to minimize the fallout of regrettable turnover.
So, what can you do as a manager to help your teams fill skills gaps and grow? These tips from LifeLabs Learning can help:
- Make the commitment to learning clear from day one of the transition
- Give employees the flexibility to choose the area they want to grow in (see how Culture Amp does it)
- Measure the success of your programs
By setting a clear vision, providing the right level of autonomy and support, and using data to make continuous improvements, you’ll not only help your team fill in the gaps left by a high performer but you’ll help them surpass expectations and reach new heights.
Equipping your team to thrive
Losing top talent is never a pleasant experience, but you’re not powerless. There are steps you can take to reduce the negative impact and strengthen your team in the process. By communicating openly, distributing the workload, choosing the right replacement and upskilling your whole team, you’ll steer your team through the transition and build the trust, confidence, and positivity needed to keep your team engaged and productive.
To learn more about building your team’s engagement, check out our ebook “How to improve employee engagement: 7 tips from real-life data.”