The benefits that retain high performers, part 1

• Key insight: Discover how internal mobility strategies and benefits motivate top employees.
• Expert quote: Designing structure at work and offering high-value benefits removes friction and provides peace of mind. – Matt Eurey, Commercial Director, Carrum Health
• Looking ahead: Expect organizations to actively gather direct feedback from key employees to identify high value propositions.
  Source: AI generated bullets with editorial review

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Every employer wants high performers, and those who deliver the right benefits and policies help take their employees to the next level.

Veteran HR executive Matt Eurey, chief commercial officer at value-based healthcare platform Carrum Health, said high performers “often want different projects, they want career growth, and they want opportunities to learn,” so he designs a structure that enables that: cross-functional projects. opportunities to showcase their talent – they are important. Diverse leaders need to be aware when someone is identified as a high performer, and protocols or policies designed for this group of employees need to be communicated to the wider organization, he added.

“You have to have principles in place to make sure you have structure, that you build broader consensus around that person’s candidacy as a high-performing candidate, and then you meet a couple of times a year to put them on special projects and other things to keep their careers growing,” he said.

Eurey points out that this chance to shine is just as important as how high performers are considered from an awards perspective. From training, promotion and remuneration flexibility and PTOthese employees may be better prepared to remain at their best performance.

“Is there a differentiation that you can create from a base salary standpoint? Are there training programs that you want to promote and put in place? Are there equity components that you can facilitate.” he gave some examples. “You must (also) make sure that you are not hindered by unwritten rules, (for example) that someone cannot be promoted in the first six months of the job, or that you cannot promote anyone for many years. For high performers, (you must consider) designing and implementing some exceptions to these protocols, and you must ensure that they do not grow.”

Read more: Organizations’ approach to chronic pain care needs to change

The little things can matter the most

Beyond compensation, the benefits of helping to remove friction and create peace of mind are invaluable, Eurey said.

“High performers…want flexibility when it comes to work-life balance, so you have to let go of things like archaic illnesses and vacation patterns. I’m not prescribing to anyone, ‘Hey, I’d better see you online’ and ‘You’re not leaving until 6 p.m. tonight.’ regarding,” he said.

Paying back overtime is a way to build trust and thank employees for their work. It’s something they want to let them know about Friday afternoons in the summer and “you earned that because of the way you ran and executed it so well,” Eurey said.

Read more: Instead of “chasing everyone,” take a proactive approach

For regular benefits, health care and voluntary benefits, Eurey recommends investing in high-quality offerings, Centers of Excellence, and careful guidance that helps them select and understand their offerings. Finally, he said, ask what they need.

“When I was at Time Warner Cable … our high performers were very important to us, so we wanted to hear … what they cared about most. A funny thing happened — sometimes it wasn’t the most expensive benefit they got — for example, they wanted pet insurance,” he said. High achievers want things they value, and “sometimes it’s the little things that matter the most.”

This is part one of a two-part series on maintaining high performance in the workplace.