Companies engage me to help them develop measures to grow, AND KEEP, their high potential associates, those associates that they have identified as their A players. Mostly I find an environment where the thought process focuses on remuneration, flexitime and generally a cozy environment.
Yes, star associates want an environment of TRUST, but equally they need a work environment focused on performance. That is why they are A players. Yes, those in financial survival must have their financial needs somewhat satisfied before their other needs can even get activated. For them their salary is the most important retention factor, BUT I have yet to find an A player in a good company that is in financial survival mode. If they are then there is likely a bigger issue at play.
For this reason, I never focus on remuneration. Competitive remuneration is a given. My discovery with high potential associates is almost always that they want to be understood, affirmed and to be appreciated. To be empowered with delivering results and not to be micromanaged in methods. … And … to be part of a high-performance team.
If I look back at my own career, my greatest learning came from global assignments. I almost always encourage multi-national companies to give their A player’s global experiences. One basic criterion though is that an A player must have a good foundation of interpersonal skills because this gives their foreign assignments a much higher likelihood of success.
Think Bigg-r 