[check] Re-recruit top performers before they get a better offer. Retaining valued staff means being proactive. Remind top performers of their value to your firm and discuss opportunities with them.
[check] Implement a comprehensive mentoring program. Mentoring may involve one-on-one relationships with someone close in experience level to the employee or in a group setting led by managers and partners whose compensation and advancement is tied to their success in developing those they mentor. Other examples include mentoring rings composed of two team leaders and up to 12 high-potential individuals who meet confidentially once a month. These groups are geared toward helping employees meet their professional aspirations and enhance their positive attributes.
[check] Offer better career visibility. Current and prospective employees need a clear vision of their career potential. According to the AICPA's Private Companies Practice Section 2006 Top Talent Study, 80% of young professionals said growth opportunities are the primary reasons they join a firm (see http:///tinyurl.com/3an6tn for more information). This may mean being creative about providing opportunities for career advancement in firms where openings due to attrition are not available.
[check] Explore various work options for retirement-age employees. Rethink policies on mandatory retirement. Develop new work arrangements such as project-based roles, phased retirements or cyclical work periods to retain the knowledge and expertise of staff nearing retirement age.
[check] Use explicit ranking systems tied to incentives. An individualized approach to development enhances career satisfaction of top performers and increases the likelihood that they will stay with the firm. Transparent ranking systems classify employees into quadrants based on performance and potential. Development plans are tailored...