Your top performer jumps ship to a competitor. How will you recover and retain your talent pool?

First, identify why they left (e.g. through an exit interview) and address any issues that might affect others. Talk openly with your team to reassure them and show that you’re committed to their growth. Focus on developing and appreciating your current talent, ensuring they feel valued.

In my work with clients in leadership talent management I advise them to look through a variety of lenses on this issue. Treat every employee as a top performer and watch them rise up. This shift in perspective can fundamentally change how you lead and engage your team. Rather than focusing solely on why your star employee left, turn the question inward. Ask what may have driven them from your own company. Use an “Inside-Out” Approach. Shuffle roles and mix up teams to reignite passion and creativity. Assemble your leadership team as a “Talent Think Tank. Redesign roles to make them so compelling that employees want to stay. Embrace the exodus. Make losing talent became your competitive advantage by fostering industry leadership.

Para recuperar e reter seu pool de talentos após a perda de um funcionário, avalie e melhore a experiência do funcionário, fortaleça a comunicação e o engajamento, reconheça e recompense o desempenho, ofereça oportunidades de desenvolvimento, ajuste as estratégias de retenção e continue recrutando novos talentos.

Understand the drivers behind that employee's departure to uncover whether elements of the work, culture, compensation or development opportunities may also be affecting other team members. These "star" employees are often the go-to for new/interesting/high profile projects, so this is an opportunity to assess and realign work to other team members, empowering their growth & development and letting new "stars" shine. Openly communicate, solicit feedback and engage your team in the process

Exit interviews are often seen as an old-fashioned "HR" function - but they can give a valuable window into the factors that take someone from high-performing, to out the door. They say culture eats strategy for breakfast - so capturing more than just the "one-liner" reason for leaving (especially from high-performers) can gift you a valuable window into the perception of your company culture. Of course - the key element is action, not just capturing the data.

Uncovering the drivers for their departure, as mentioned above, can reveal insights on elements of your culture/processes that can be further built upon, need strengthening, require change or further assessment. Highlight and continue to build on what's going well, but be open and transparent on things that can be improved. Remember that no place is perfect so it's ok to admit where things aren't so great. Transparency builds trust. Engage and give your teams accountability in the solutions.

Investing in your team's development is crucial, but it’s not just about skill-building. The most impactful thing you can offer is individualized and group coaching. Skills are just one piece. Coaching helps employees connect the personal and professional. It explores their leadership potential, aligns values with work and feel safe & supported. When they feel seen & heard, they learn & transform. A strong coaching program invests in their holistic development, not just their ability to do the job. This kind of commitment creates loyalty, engagement, and a culture where people want to stay and grow. By prioritizing coaching, you’re not just filling roles—you’re building future leaders who are deeply connected to your company’s vision.

Enhancing or providing training/learning opportunities should not be a reaction to someone leaving. If it is, it may be one of the reasons they left in the first place. Professional development and career growth are huge retention tools, and it does not always need be in the way of formal training. Stretch assignments, project rotations, mentorship and coaching all open up new windows of opportunity for employees.

When a top performer leaves, find out the "why" and fix it. What are your competitors offering that you aren’t? Is it better compensation, more exciting projects, or a superior work-life balance? Dig into the details and use this intelligence to refine your staffing strategies. Competitive compensation is just the start—what TRULY sets your organization apart is offering challenging, rewarding work that aligns with your team’s passions and life goals. You need to create an environment where they can see themselves in the future of the company, not only in their year end bonuses. By making these adjustments, you’ll not only retain your existing talent but also attract new high performers who see your company as the place to thrive.

It's equally important to understand the drivers behind the employee leaving your company, and the attractors that led them to join the other company. Continually stay on top of industry employment trends and competitor employee value propositions, not just when someone leaves, so you can be proactive in tailoring your employee value proposition and retention strategies. You cannot always match/offer what competitors will, but you can define and provide offerings and an employee experience that are compelling and unique to your company.

Don't immediately assume you need the exact same type of candidate for the open role. As previously mentioned, this is an opportunity to reassess the skills & abilities of team members and realign work accordingly. In doing so, you may uncover a completely different need to fill. Look internally first to provide career growth and mobility opportunities (goes back to retention strategy!).

Losing a top performer is like misplacing your queen in chess—disruptive, but not game-ending. Time to get creative with your next move. Focus on developing the bench strength, showing the rest of the team that they’re not just pawns. Invest in their growth, celebrate their wins, and create an environment so engaging that the grass on the other side looks a lot less green. After all, the best strategy isn’t just about keeping people—it’s about making them want to stay.

Como primer paso consideraría entender sus motivaciones. ¿Qué lo impulsa a considerar esta oferta? ¿Es el salario, las oportunidades de crecimiento, la cultura laboral o algo más? Al comprender sus necesidades y deseos, puedo ofrecer una contrapropuesta personalizada que aborde estos puntos. Esto incluye desarrollar un plan de crecimiento con objetivos claros, asegurando un impacto positivo en su vida profesional, manteniendo así una comunicación transparente en la que el colaborador se sienta valorado, y con la libertad de tomar decisiones informadas sobre su desarrollo profesional. De esa forma, puedo demostrar mi compromiso con su crecimiento y bienestar, aumentando las posibilidades de que decida permanecer en la empresa.