By practising winning strategies, star producing employees make themselves in demand. They are routinely enticed with offers of bigger salaries, and other perquisites by their company's competitors.

A high turn-over of these high-impact performers portends future disaster for any company, especially in tougher-than-usual economic times.

This reality speaks to the often-ignored effects of current global business changes on organisations themselves. Star performers who understand the changing workplace realities will wonder, 'If my company will lay me off at its convenience, why shouldn't I dump the company at my convenience?'

So, what should companies do to keep their star producers whom they have invested in, and on whose loyalty their survival and growth depend?

Communicate their value

Top performers must know they are valued. Instinctively, some leaders will resist this idea, claiming that they don't want their workers to feel that they are indispensable, or they don't want to upset average performers. This is missing the point. High-impact employees, who will have other options, will often leave a company because they didn't feel special; they weren't told that their work was valued, or that they were needed.

Provide recognition

We all know the saying, 'Money makes the mare go 'round.' Several studies show, however, that compensation is not the most important factor in keeping top producers. Typically, star performers, when offered other options, make their decision based on how much their work is recognised, and how involved they are. By personally calling and saying thanks to top producers and asking for their contributions, senior management communicates respect and appreciation.

Provide opportunities for development

Star performers, almost by definition, are intensely growth oriented. They will not long remain in corporate environments that stifle growth, or don't offer opportunities for development. Provide training in leadership, personal management, and marketing to these high-impact employees, once you identify them. Average employees may feel alienated, but they have fewer options, and are less likely to leave. Your goal is to retain your stars.

Encourage personal expression

Develop a corporate culture which facilitates, and even encourages personal expression. Google's much publicised informal dress code, and accommodation of personal eccentricities is one good example. Without fostering a culture of 'anything goes', corporations provide for freedom in work schedule, dress code, and lifestyle choices. Star employees don't appreciate rules, regulations and strictures that limit their freedom but don't really enhance their productivity.

top dollars to top producers

One of the quickest ways to lose your stars is not to have a performance-based compensation system. Average employees won't mind, but top producers will feel cheated, and leave you the first opportunity they get. Develop a compensation plan based upon production, not on mere position, seniority, or other non-results-based criteria. Non-producers will complain, but you'll get to keep those who really matter to the company.

Glenford Smith is a motivational speaker and personal achievement strategist.

glenfordsmith@yahoo.com