SEP 2018

MedEsthetics—business education for medical practitioners—provides the latest noninvasive cosmetic procedures, treatment trends, product and equipment reviews, legal issues and medical aesthetics industry news.

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surprising: Top performers are the most likely to care about compensation, according to the HBR report. Offer them a salary commensurate with their skills and at least equal to what other employers in your region provide. Beyond Competitive Compensation Vital as it is, higher pay is not the only tool for retaining top employees. They also crave a respectful and supportive work environment that provides the following: Autonomy. "High performers do not like to be micro- managed," says Christina Eanes, a workforce management consultant in Alexandria, Virginia. "They want the freedom to do their job in a creative way, along with the requisite responsibility and authority. This benefi ts the business, too. Innovation happens when smart people fi nd new and better ways to get their jobs done." Frequent feedback. Top perform- ers want to know where they stand—and not just during annual evaluations. The HBR report highlights the importance of monthly performance reviews. "It's important that people understand what the busi- ness wants, and that they feel valued when they meet the employer's expectations," says Donna Cutting, CEO of Red Carpet Learning Systems in Asheville, North Carolina. "The ability to contribute and to feel involved with the suc- cess of the organization can be its own motivation." Advancement pathways. Top performers expect to advance in their careers. "Create a culture where people want to work with you because of what they are going to learn. Provide a clear-cut career ladder so they see how they can move up," says Cutting. But what if your facility doesn't have enough open management positions to accommodate every deserving person? "You can still create a growth path for top-performing people that keeps them feeling challenged even if they are not advanced into manage- ment positions," says Dye. Think laterally. "High achievers have an in- satiable need for self-development," says Eanes. "They have an ingrained need to develop themselves, so the more opportunities you can provide them to learn, the more loyal they will be." A high-performing individual at the front desk, for example, might welcome a move to an adjacent position in human resources with the chance to learn a new set of marketable skills. "Not every top performer expects that advancement means a higher-level position," says Eanes. "Millennials, especially, often prefer to move laterally because it provides them with more learning opportunities and more challenges." Tailor Their Roles Because not all top performers have the same motiva- tions, you need to consult with each of them to better understand their specifi c needs. "I suggest designing what I call an Individual Development Plan (IDP) with each person," says Eanes. "Determine the next logical level of knowledge and expertise and what you can do to help them achieve it." An IDP might include a planned pathway to advance- ment or the acquisition of new skills. One individual might take on responsibility for larger projects. A second might share their knowledge by training other people. A third might cross-train in areas outside of their core compe- tency. Think of these as "expertise promotions." Such work environment modifi cations, combined with competitive pay, should go a long way toward keeping your best people. Monitor how well you are doing by asking your staff for feedback. And observe how employees per- form: Do they appear to be more motivated in their work? Creating a program to retain your top people takes time and effort. The payoff, though, can be considerable. "Businesses that fail to retain their best people will be stuck with a majority of their employees being slackers and will end up overtaxing the foundational employees whom they rely on for productivity," says Avdoian. "That will lead to a decline in employee morale, which will in turn impact productivity and devastate profi tability." Phillip M. Perry is a freelance writer based in New York City. "Create a culture where people want to work with you because of what they are going to learn." BUSINESS CONSULT 22 SEPTEMBER 2018 | Med Esthetics © GETTY IMAGES

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