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The difference between the ‘average performer’ and the ‘high performer’

21st February 2017 | Richard Goodall

The difference between the ‘average performer’ and the ‘high performer’

When looking for new employees through executive search and selection, it is paramount to understand the different types of employees you can find within business. There are those high performing employees that want to grow and develop both the business and personal goals, while average employees are just looking for their next move. “Average people are typically ‘always looking’, they tend to move in an opportunistic way, more often for monetary reasons only.” T. Ellis 2017 Average performers Average performers are renowned for doing what is expected of them, with the feeling that this is sufficient, and will fail to exceed their employers expectations. They are only concerned with what a business can offer them, and will have little to no loyalty to a business throughout their career. Reports suggest that half of employees view their job as a ‘temporary growth opportunity’, while 61% rank compensation as the biggest impact on a decision to move to a new job. Will a higher salary create higher performers? Studies have shown that making more than £60,000 annually does not significantly improve an employee’s mood on a daily basis. In fact once the sum has been earnt, their emotional well-being, and pleasure from daily […]

When looking for new employees through executive search and selection, it is paramount to understand the different types of employees you can find within business. There are those high performing employees that want to grow and develop both the business and personal goals, while average employees are just looking for their next move.

“Average people are typically ‘always looking’, they tend to move in an opportunistic way, more often for monetary reasons only.” T. Ellis 2017

Average performers

Average performers are renowned for doing what is expected of them, with the feeling that this is sufficient, and will fail to exceed their employers expectations. They are only concerned with what a business can offer them, and will have little to no loyalty to a business throughout their career.
Reports suggest that half of employees view their job as a ‘temporary growth opportunity’, while 61% rank compensation as the biggest impact on a decision to move to a new job.

Will a higher salary create higher performers?

Studies have shown that making more than £60,000 annually does not significantly improve an employee’s mood on a daily basis. In fact once the sum has been earnt, their emotional well-being, and pleasure from daily experiences will not alter, in fact the employee will become used to receiving the sum and will grow to expect it.
Thus, meaning higher salaries won’t automatically equate to high performers. High performers are more commonly associated with commitment, work ethic, motivation and job satisfaction – all of which cannot be based on a level of pay.

High performers

High performers understand the need to set targets in order to accomplish goals effectively and will be a vital part of your succession management plan.They will judge their own performance on the achievement of set goals, actively trying to improve their performance. They can be described as self sufficient, and fearless with regards to taking risks and opportunities to succeed.

How to support high performers

Provide regular feedback
High performers want regular feedback with management with 50% stating they expect at least 1 monthly meeting with their management to discuss their feedback. However, only 53% feel that these expectations are met. In order to ensure your high performers are being heard and understood, annual or 6 month reviews will unfortunately not suffice.

Provide challenges

Constantly challenging higher performers will ensure they are kept satisfied with their need to improve their role. Give them the opportunity to flourish new ideas, and let them take the lead on crucial projects to enable them to become confident in handling more responsibility.

Recognise achievement

Many companies become reliant on the work provided by high performers during their succession management programme and forget to recognise these achievements, a simple ‘thank you’ for a job well done, or recognising accomplishment with higher opportunities will give high performers the job satisfaction they crave.

Looking for high performers? We can help!

At Goodall Brazier we are driven talent management specialists whose focused approach to executive search and selection demands the very best results for succession management. Our approach to progressive global talent management means we only manage the very finest talent for the finest businesses with absolute discretion.
Contact us today

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