An employee’s natural curiosity will, in most cases, sharpen his or her ability to learn quickly. Though it may sound straightforward, the propensity to learn new things quickly and effectively is an integral skill.
Being able to absorb information rapidly, process it and ultimately translate that new information into action spurs growth at scale.
MORE IDEAS FROM 5 Ways to Become a Top Performer at Any Company
Naturally, people who can work with little or no guidance are exceedingly valuable at work. They take direction well and require no handholding. Top performers are not only autonomous, but they also thrive in group settings. Able to collaborate, share ideas and grind independently, these rare individuals are a double threat — in the best possible way.
These individuals are not at your organization just to do a job, but rather to make their mark on the company as a whole.
They are deeply inquisitive - this means they see beyond just the roles and responsibilities outlined in their job description. Instead, they view their day-to-day work as a way to further the organization’s vision at large. They inherently connect the dots —understanding that each task, big or small, supports a collective push.
Real standout employees are the ones that make everyone around them better.
This component leans more on an individual’s emotional intelligence. Standout employees are able to empathize with the people they work alongside.
Feedback is the foundation of any successful relationship, personal or professional. And, while giving feedback can at times be uncomfortable, having hard conversations are imperative, particularly in business.
Perfection doesn’t exist, not even among standout employees, so feedback is compulsory and encouraged. What truly sets top performers apart is the way in which they react to feedback.
Gartner analysis shows that 46% of the workforce is projected to be working hybrid in the near future for midsize companies. Employees will have more choices about where, when, and how much they work.
In the past, managers used to be selected and promoted if they were able to manage and evaluate the performance of employees. Now managers are increasingly hired based on their ability to be great coaches and teachers.
Talent mobility means making it easy and encouraged for people (especially high-performing ones) to move around your company.
In companies run this way, people jump laterally between departments, applying their skills in new and different ways. They might be joining different teams within their own department as needed. They might even be relocating to other subsidiary companies, or to different geographic locations.
Recently more and more companies are drastically reframing or ditching their annual performance rating process altogether. That's because people are dynamic and a single, standard review process cannot accurately encompass every employee’s achievements.
Employees’ skills and development needs are constantly evolving due to personal factors and external influences. Given this, assigning a static rating annually based on the prior twelve months of work doesn’t make much sense. If anything, that annual rating may oftentimes serve to disincentivize employees.
❤️ Brainstash Inc.