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1、Itfstoughtoholdontogoodemployees,butitshouldnftbe.Mostofthemistakesthatcompaniesmakeareeasilyavoided.Whenyoudomakemistakes,yourbestemployeesarethefirsttogo,becausetheyhavethemostoptions.Ifyoucan'tkeepyourbestemployeesengaged,youcarTtkeepyourbestemployees.Whileth
2、isshouldbecommonsense,itisnftcommonenough.Whenyoulosegoodemployees,theydorftdisengageallatonce.Instead,theirinterestintheirjobsslowlydissipates.MichaelKibler,whohasspentmuchofhiscareerstudyingthisphenomenon,referstoitasbrownout.Likedyingstars,staremployeesslowly
3、losetheirfirefortheirjobs.''Brownoutisdifferentfromburnoutbecauseworkersafflictedbyitarenotinobviouscrisis/Kiblersaid・"Theyseemtobeperformingfine:puttinginmassivehours,grindingoutworkwhilecontributingtoteams,andsayingallthethingsinmeetings.However,theyareoperati
4、nginasilentstateofcontinualoverwhelm,andthepredictableconsequenceisdisengagement.”Inordertopreventbrownoutandtoretaintoptalent,companiesandmanagersmustunderstandwhattheyfredoingthatcontributestothisslowfade.Thefollowingpracticesaretheworstoffenders,andtheymustbe
5、abolishedifyoiTregoingtohangontogoodemployees.1•Theymakealotofstupidrules.Companiesneedtohaverules一thatfsagiven一buttheydon*thavetobeshortsightedandlazyattemptsatcreatingorder.Whetherit'sanoverzealousattendancepolicyortakingemployees1frequentfliermiles,evenacoupl
6、eofunnecessaryrulescandrivepeoplecrazy.Whengoodemployeesfeellikebigbrotheriswatching,theyllfindsomeplaceelsetowork・2.Theytreateveryoneequally.Whilethistacticworkswithschoolchildren,theworkplaceoughttofunctiondifferently.Treatingeveryoneequallyshowsyourtopperform
7、ersthatnomatterhowhightheyperform(and,typically,topperformersareworkhorses),theywillbetreatedthesameasthebozowhodoesnothingmorethanpunchtheclock.3.Theytoleratepoorperformance.Itfssaidthatinjazzbands,thebandisonlyasgoodastheworstplayer;nomatterhowgreatsomemembers
8、maybe,everyonehearstheworstplayer.Thesamegoesforacompany.Whenyoupermitweaklinkstoexistwithoutconsequence,theydrageveryoneelsedown,especiallyyourtopperformers.Thisofte
