Recruiting talented employees is important, but I believe keeping them can be an even greater challenge. Competitive compensation is important, especially when someone consistently produces great results, but money alone cannot make up for a poor work environment. At the end of the day, employees are human beings, and their time and energy are valuable. I believe A-players should feel valued, appreciated, and rewarded while also being able to receive the fruits of their labor.
Herrenkohl explains that hiring A-players is not enough; leaders must also give those employees reasons to remain with the organization (Herrenkohl, 2010). He emphasizes investing time in top performers, giving them responsibility, communicating the future of the business, and showing them where they fit into that future. I agree because I would prioritize recognition, advancement opportunities, flexibility, work-life balance, meaningful work, competitive compensation, and strong leadership. If an employee has proven through both performance and character that they are trustworthy, I also believe they should receive greater autonomy. High performers still need leadership and accountability, but they do not necessarily need to be closely micromanaged.
Recognition is especially important to me. If an employee will quickly be addressed when they make a mistake or underperform, that same level of attention—if not more—should be given when they perform well. Research supports this idea. Gallup and Workhuman followed nearly 3,500 employees and found that employees who received high-quality recognition were 45% less likely to have left their organization two years later (Yi, 2024).
Retention may be even more challenging with today’s workforce because expectations surrounding work are changing. I do not necessarily believe that younger generations are less dependable than previous generations; however, Millennials and Gen Z may be more willing to reconsider employment that does not align with what they value. A survey of more than 23,000 Gen Z and Millenial respondents found that financial security, meaning, well-being, learning, and work-life balance are important considerations in their careers (Deloitte, 2025). The survey also found that 44% of Gen Z and 45% of Millennials had left a role they felt lacked purpose. Older generations may have been more accustomed to remaining with the same employer for decades, sometimes despite having fewer benefits or less flexibility. Today’s employers cannot simply assume that their best employees will stay.
If I had an A-player, I would make sure they were well taken care of through competitive pay, earned flexibility, recognition, advancement, and meaningful opportunities. However, I would also respect their decision if it was genuinely time for them to move on. Ultimately, retaining A-players is not about controlling them. It is about creating a workplace where great employees continue to have reasons to choose to stay.
References
Deloitte. (2025). 2025 Gen Z and millennial survey: Gen Zs and millennials at work: Pursuing a balance of money, meaning, and well-being. Deloitte Insights.https://www.deloitte.com/us/en/insights/topics/talent/2025-gen-z-millennial-survey.html
Herrenkohl, E. (2010). How to hire A-players: Finding the top people for your team—even if you don’t have a recruiting department. John Wiley & Sons.
Yi, R. (2024, September 18). Employee retention depends on getting recognition right. Gallup. https://www.gallup.com/workplace/650174/employee-retention-depends-getting-recognition-right.aspx?trk=article-ssr-frontend-pulse_little-text-block
