Why High-Potential Employees Aren’t Always Rewarded

culled from:profilesinternational.com

High-potential employees don’t always succeed. It’s a disappointing fact. After all, high-potential employees are full of so much—potential. But sometimes, a high-potential employee can do everything right—increase productivity, exemplify workforce engagement, etc.—and still not get anywhere. According to research from Forbes contributor Cameron Keng, high-potential employees who stay in their jobs longer (more than two years) end up getting paid 50 percent less comparatively than those who move.

He explains it this way: “The average [annual] raise an employee [could] expect in 2014 is 3 percent. Even the most underperforming employee can expect a 1.3 percent raise. The best performers can hope for a 4.5 percent raise. But, the inflation rate is currently 2.1 percent calculated based on the Consumer Price Index published by the Bureau of Labor Statistics. This means that your raise is actually less than 1 percent.”

It begs the question, “Why are job-hoppers rewarded while loyal employees exemplifying workplace engagement are penalized?” Keng chalks it up to recessions, but the answer may not be that simple. Many high-potential employees—with a high level of workforce engagement and the best of intentions—penalize themselves. According to Forbes, there are several reasons high-potential employees don’t reach their highest level of performance.

For example, some high-potential employees may believe that their success comes from sitting behind a desk and punching out whatever quota they’re asked. They may produce quality work, but they cannot see how their work plays out when it is received. High-potential employees who see their work being well-received are 17 percent more likely to be engaged in the workforce.

High-potential employees are notorious for thinking they always know what they’re doing. This is not always the case. Even high-potential employees need to ask questions from time to time, and understand how to ask the right questions. As the maxim goes, “The squeaky wheel gets the grease.” High-potential employees who remain silent and don’t ask questions will be passed over for those who question the way things are done.

Perhaps the most tragic reason high-potential employees don’t reap all the benefits of workplace engagement is because they give up just a little too early. According to the Forbes article, “90 percent of work projects that receive awards include employees who remain involved after implementation—after the bumps, setbacks, and disappointments.” Workplace engagement intensifies when high-potential employees stick with their projects.

Many high-potential employees feel that they would be better served keeping their brilliant ideas to themselves (or at least in the department), but it turns out that 72 percent of projects that get recognition were discussed and cultivated with others who bring different experiences to the table, according to Forbes. What’s more, high-potential employees who keep their thoughts to themselves get left out when teams are formulating and exchanging new ideas.

Finally, high-potential employees can get stuck in a rut, thinking that if something worked once, it will work again. Sometimes that’s true, other times it’s not. Maybe something worked, but not as efficiently as it could have. High-potential employees sometimes need to let go of the past.

These are the things that can hold a high-potential employee from achieving workplace engagement and the most fulfilling career path. It’s important to remember that potential doesn’t mean performance; you can have the highest workplace engagement level in the world, increase productivity at every corner, and knock all your projects out of the park, but until you step back and consider the possible reasons you’re not succeeding, you never will.

High-potential employees don’t always succeed. It’s a disappointing fact. After all, high-potential employees are full of so much—potential. But sometimes, a high-potential employee can do everything right—increase productivity, exemplify workforce engagement, etc.—and still not get anywhere. According to research from Forbes contributor Cameron Keng, high-potential employees who stay in their jobs longer (more than two years) end up getting paid 50 percent less comparatively than those who move.

He explains it this way: “The average [annual] raise an employee [could] expect in 2014 is 3 percent. Even the most underperforming employee can expect a 1.3 percent raise. The best performers can hope for a 4.5 percent raise. But, the inflation rate is currently 2.1 percent calculated based on the Consumer Price Index published by the Bureau of Labor Statistics. This means that your raise is actually less than 1 percent.”

It begs the question, “Why are job-hoppers rewarded while loyal employees exemplifying workplace engagement are penalized?” Keng chalks it up to recessions, but the answer may not be that simple. Many high-potential employees—with a high level of workforce engagement and the best of intentions—penalize themselves. According to Forbes, there are several reasons high-potential employees don’t reach their highest level of performance.

For example, some high-potential employees may believe that their success comes from sitting behind a desk and punching out whatever quota they’re asked. They may produce quality work, but they cannot see how their work plays out when it is received. High-potential employees who see their work being well-received are 17 percent more likely to be engaged in the workforce.

High-potential employees are notorious for thinking they always know what they’re doing. This is not always the case. Even high-potential employees need to ask questions from time to time, and understand how to ask the right questions. As the maxim goes, “The squeaky wheel gets the grease.” High-potential employees who remain silent and don’t ask questions will be passed over for those who question the way things are done.

Perhaps the most tragic reason high-potential employees don’t reap all the benefits of workplace engagement is because they give up just a little too early. According to the Forbes article, “90 percent of work projects that receive awards include employees who remain involved after implementation—after the bumps, setbacks, and disappointments.” Workplace engagement intensifies when high-potential employees stick with their projects.

Many high-potential employees feel that they would be better served keeping their brilliant ideas to themselves (or at least in the department), but it turns out that 72 percent of projects that get recognition were discussed and cultivated with others who bring different experiences to the table, according to Forbes. What’s more, high-potential employees who keep their thoughts to themselves get left out when teams are formulating and exchanging new ideas.

Finally, high-potential employees can get stuck in a rut, thinking that if something worked once, it will work again. Sometimes that’s true, other times it’s not. Maybe something worked, but not as efficiently as it could have. High-potential employees sometimes need to let go of the past.

These are the things that can hold a high-potential employee from achieving workplace engagement and the most fulfilling career path. It’s important to remember that potential doesn’t mean performance; you can have the highest workplace engagement level in the world, increase productivity at every corner, and knock all your projects out of the park, but until you step back and consider the possible reasons you’re not succeeding, you never will.

- See more at: http://www.profilesinternational.com/insights/uncategorized/why-high-potential-employees-arent-always-rewarded/#sthash.T70oJV8J.dpuf