12 reasons why top performers stay in a company

 

94% of employees would stay longer if companies invested in their growth.

But it’s more than just a salary increase. ⇣⇣⇣

Employees need to be:

1. Paid Well.
→ A $1 per hour pay increase can boost retention by 2.8%.
Feeling valued for your work through competitive pay is key.

2. Mentored.
→ With mentorship, staff turnover can drop by 49%.
It's about being supported, not just directed.

3. Promoted.
→ Seeing a future within the company matters,
↳ making employees 20% more likely to stay.

4. Challenged.
→ Tasks that provoke thought and innovation
↳ tie employees closer to their company's mission.

5. Involved.
→ Engagement isn't just a buzzword.
It's a retention strategy with a proven track record.

6. Appreciated.
→ A simple 'thank you' can make 63% of employees less likely to leave. Recognition fuels retention.

7. Heard.
→ Employees who feel heard are 4.6 times more likely to excel.
Listening leads to loyalty.

8. Valued.
→ 40% feel isolated at work,
↳leading to low engagement and commitment.
Feeling valued at work is fundamental.

9. Developed.
→ Employees see training and development as key to job satisfaction.
Continuous growth fosters commitment.

10. Trusted.
→ Trust isn't just about security.
It's about satisfaction and sticking around.
Trust leads to higher job satisfaction.

11. Empowered.
→ An engaged employee is 87% less likely to leave.
Empowerment equals retention.

12. Supported.
→ Employees who feel supported by managers are 2.6 times more engaged.
Supportive leadership enhances commitment.

Employers:
Retention is more than a metric.
It reflects your company's culture.

Employees:
It's perfectly fine to move on from jobs that no longer fulfil you.
It's important to be happy where you work.

How does your company invest in its employees,
↳ and how does that impact your job satisfaction?

https://tinyurl.com/46mfju7h

12 signs of top performing employees

 

Top-performers don't just happen by chance.

They develop these 12 habits:

1. Take Responsibility
→ Mistakes will happen; ownership is a choice.
→ Use the 3 R's: Recognize, Responsibility, Resolve.
→ Admit mistakes, offer answers, and fix the problem.

2. Focuse on Solutions
→ Problems are puzzles waiting to be solved.
→ Use the 5 Whys to find the real cause.
→ Focus on answers, not problems.

3. Put Team before 'I'
→ There's no team in I. Think Team First.
→ Your actions should help everyone, not just you.

4. Show Strong Integrity
→ Your moral compass guides you when no one's watching.
→ Make choices that you'll be proud of tomorrow.

5. Listen Before Speaking
→ In a world full of noise, be the listener.
→ Careful listening can solve more problems than you think.

6. Stay Open-Minded
→ Change is always happening. Welcome it with a Beginner's Mind.
→ Different views lead to better solutions.

7. Communicate with Honest Feedback
→ Care personally, challenge directly.
→ What you say matters. How you say it matters too.

8. Emotional Intelligence (EQ)
→ Manage emotions to manage relationships.
→ Notice, understand, and handle emotions for better conversations.

9. Show Humility
→ Be humble. Accept that growth never really ends.
→ Give credit where it's due, always.

10. Get Things Done
→ Goals are dreams with deadlines.
→ Use the SMART method to bring these dreams to life.

11. Love Learning
→ Learning never exhausts the mind.
→ Welcome challenges as chances to grow and share your knowledge.

12. Show Empathy
→ A little empathy goes a long way.
→ Engage, empathise, encourage.
→ Be the support your team needs.

These behaviours are more than just actions.
They are a way of life.

Pick one behaviour each month.
• Focus on it.
• Improve it.
• Watch your career and life change within a year.

You can become world-class if you follow these tips.

Follow Véronique Barrot for more growth and self-leadership insights.

How to Coach Your Team

 

70% of people who receive coaching report better 

work performance.

And for your team, it can start with 4 questions and 
a one simple framework.

The GROW method gives leaders a way to coach in any 
situation or conversation.

Here’s what each stage looks like in practice:

G — Goal
→ Ask: “What are you trying to achieve?”
→ Let them define the target in their own words.

R — Reality
→ Ask: “What’s happening right now?”
→ Stay here longer than feels comfortable.

O — Options
→ Ask: “What could you try?”
→ Resist offering your solution first.

W — Will
→ Ask: “What will you do next?”
→ One specific action is all it takes.

The beautiful thing about coaching your team is that 
when they find their own answers, they remember them.

They act on them.

And they're more bought in.

Go down this route, and over time, you might notice: 

⭐ The conversations get lighter. 
⭐ The problems get smaller. 
⭐ The people get stronger.

Four questions. 
That’s where it starts.

Maybe you use all four in order.
Maybe you lean on one or two that fit your style.

There’s no single right way to coach.

In my experience, the right way is the one that helps
your people grow.

https://lnkd.in/p/dRnJwyht

How to Lead Every Personality Type on Your Team

 

Knowing your team's personality types is easy.

Leading to match their personality is the hard part.

The ones who build the strongest teams apply what they know.

Not as a templated style but tailored to each person and team.

Here's what that looks like in practice:

1. Match how you communicate to how they receive:

Drivers want the bottom line.
Thinkers want more context before the decision.

If you only work in one mode, you're losing half your team.

Action: Before your next 1:1, ask yourself, "Am I communicating in a way that suits them?"

2. Adjust how you share feedback to how they process:

Some people need to reflect on the feedback - in their own time.
Others want to talk through it at the moment.

Action: Observe and respect each person's preferred style. If they are quiet, ask if they would like to talk through it the next day.

3. Know how each person acts under pressure:

Everyone has a default different response to stress.

Some overwork, some overcompensate, and some need space.

When you know what pressure looks like on each person, it helps you notice it early.

Action: When you notice a team member under pressure, ask how you can support them.

4. Stop motivating everyone with the same thing:

Everyone wants (and deserves) to be valued.

But besides that, people have different needs: autonomy, promotion, being included in decisions, etc.

Find what drives each of them.

Action: Pick one person on your team and ask what motivates them.

5. Build your 1:1s around what each person needs:

A 1:1 shouldn’t be the same conversation with every person.

Some need space to think. Others need coaching, direct feedback, or help removing obstacles.

Action: Pick one team member this week and run your next 1:1 the way they prefer, instead of the way that feels natural to you.

Leadership is not one-size-fits-all.

People trust leaders who take the time to understand them and know how they work best.

The part I couldn't fit here: how to adapt your leadership style to each person without lowering your standards or looking inconsistent.

An incredible resource from my friend Cicely Simpson 🔥 (give her a follow)

https://lnkd.in/p/dsAkqVg6

Human Resource Management. Block-1 Introduction to Human Resource Management. Unit 1 - Concept and Evolution of HRM.

 

Concept of Human Resource Management (HRM)

Human Resource Management (HRM) is the strategic approach to acquiring, developing, managing, and retaining an organization's workforce. [1]

Core Purpose: It balances the needs of the organization with the well-being and growth of its employees. [1]
Transition from Cost to Asset: Rather than viewing workers as disposable expenses or simple cogs in a machine, modern HRM treats people as critical assets and a source of competitive advantage. [1, 2]
Key Functions: It encompasses workforce planning, recruitment, training and development, performance management, compensation and benefits, labor relations, and organizational culture. [1]

---

Evolution of HRM

The discipline has transitioned over the past two centuries from basic record-keeping to a data-driven, strategic executive function. [1, 2, 3]

1. Pre-Industrial Era & Early Origins (Before 1750)

Context: Small-scale, craft-based, or agricultural economies where master-apprentice relationships prevailed. Early administrative ideas (such as Kautilya’s Arthashastra) focused on governance and fair treatment of workers. [1, 2]

2. The Industrial Revolution (Late 1700s–1900)

Context: The rise of factories, steam power, and mass production created massive labor workforces.
Approach: Labor was treated largely as a commodity. Poor working conditions and long hours led to early labor movements, trade unionism, and the appointment of the first "welfare officers" in the late 19th century to address basic safety and housing. [1, 2, 3, 4]

3. Scientific Management Era (Early 1900s)

Context: Championed by Frederick Winslow Taylor (Taylorism), work was systematically analyzed and broken down into mechanical components to maximize efficiency. [1, 2]
Approach: Focus was placed on task specialization, standardization, select hiring, and time-and-motion studies. Human factors were often ignored in favor of sheer output. [1, 2]

4. The Human Relations Movement (1930s–1950s)

Context: Sparked by the Hawthorne Studies conducted by Elton Mayo at Western Electric, alongside behavioral science insights.
Approach: Researchers discovered that social dynamics, workplace morale, communication, and human attention heavily influenced productivity—not just physical conditions or pay. [1, 2]

5. Personnel Management Era (1960s–1980s)

Context: Post-WWII expansion led to formalized administrative departments.
Approach: "Personnel Administration" acted largely as a reactive, rules-focused function handling payroll, compliance, hiring, and collective bargaining with unions. [1, 2, 3]

6. Transition to Strategic HRM (1980s–1990s)

Context: Intensifying global competition prompted organizations to re-evaluate how people drive business goals.
Approach: The term "Personnel Management" gave way to "Human Resource Management." HR leaders shifted from administrative police-figures to proactive developers of talent, performance management, and training. [1, 2]

7. Modern, Strategic, & Digital HRM (2000s–Present / HRM 4.0)

Context: The digital age, cloud computing, big data, and artificial intelligence. [1, 2]
Approach:
• Strategic Partner: HR sits at the executive table, aligning human capital strategies directly with business objectives.
• Digital & AI Integration: Routine tasks (payroll, leave, scheduling) are automated, while predictive analytics and AI help forecast attrition, optimize recruitment, and personalize employee experiences.
• Holistic Focus: Priorities heavily feature Diversity, Equity, and Inclusion (DEI), continuous feedback loops, and total employee well-being. [1, 2, 3]

Concept and Evelution of HRM Part-1

Concept and Evelution of HRM Part-2

https://tinyurl.com/2yutanj6