The best ones are the first to go

Far-reaching changes never please everyone. Often, issues that had previously been simmering beneath the surface suddenly come to the fore. Frustration grows, and in the worst-case scenario, the best employees are the first to leave the company. Employee retention through innovative retention management can prevent this "brain drain."

Before companies undertake major change projects—such as restructuring, reorganization, acquisitions, or mergers—management should be clear on one thing: these are our key performers, and without them, we could face challenges during implementation, such as during post-merger integration. All too often, this is lacking in the preparation for change management.

Depending on the situation, the reason for and nature of the change, and the size and structure of the company, one of the first steps should be to personally inform the top performers and acknowledge their opinions, making clear to them the significance and role they play in further planning and implementation—in parallel with general change communication. In the case of multiple locations or larger units, this is done in a cascading manner across several management levels. Rarely is this measure impossible due to legal restrictions, or do key performers exploit their position.

Once the initial impression has been established that key performers are being included in the process and can contribute, ongoing dialogue—anonymized if necessary—should be facilitated. Focus groups or one-on-one discussions have proven effective as part of change management, ideally facilitated by a neutral consultant who can address sensitive issues in an apolitical and impartial manner and incorporate them into the ongoing change process.

It is just as important that skeptics are not “silenced.” Criticism can be helpful for change and change management. And those who speak up are still showing interest and commitment. Therefore, an early sign that “something is afoot” is when someone withdraws, disengages, and reorients themselves. In conclusion: In practice, retention bonuses alone are insufficient to increase employee loyalty. In extreme cases, the new employer pays these as a welcome bonus—and the effect is immediately lost.