NextGen Know-How: How to manage a high-performing employee

During my tenure as VP/human resources for a credit union in Maryland, I worked with two human resources generalists. Both were good at their jobs; they each had completed training and certifications in HR. Yet one was exceptional—she had a few more years of experience than the other employee and had gained knowledge and confidence through everyday practice. She was a self-starter to whom I could give any project, and I could be confident that the result would be excellent and on time.

I remember a conversation we had about rewards and recognition. She made it clear that she never wanted to be publicly acknowledged, and she also didn’t need constant affirmation that she was doing a good job. She certainly wanted to know if she did something exceptional or if there was an area she could improve, but she didn’t need daily affirmation. What she really wanted was autonomy to complete her projects and access to growth opportunities and higher-level projects to continue to increase her skills.

The other employee performed well in her position, but she required a different type of management. She asked more detailed questions, wanted more direction with projects and requested feedback on her approach to an issue or project more often. She had less experience with the practical application of HR and was still building her confidence. Weekly meetings were the right cadence for this employee so I could provide more detailed feedback and let her know if she was on or off track. She needed more reassurance, so I would check in with her more often. Once given the information and guidance she needed, she would perform tasks and projects very well. While this approach would have felt like micromanagement to my high-performing employee, it was the best approach to support the success of the other employee.

 

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