Every organisation relies on its high performers – those employees who consistently deliver above expectations and often set the standard for the rest of the team. But their very strengths can also leave them at risk.

Without the right support, high performers can burn out, disengage, or even become disruptive. The challenge for HR and business leaders isn’t just recognising their talent – it’s finding sustainable ways to retain them and help them thrive.

At esphr, we know that a structured, people-first approach is essential. Beyond praise or reward, high performers need meaningful engagement, fair treatment, and proactive support for their wellbeing.

Here are seven practical ways to keep your top talent engaged and performing at their best – for the long term.

1. Avoid ‘performance punishment’

One of the most common mistakes when managing high performers is what some HR professionals call performance punishment: you rely on your most capable people to absorb extra workload, but without formal acknowledgement or reward.
Without transparency, this dynamic breeds resentment. High performers deserve clear, fair documentation of responsibilities – and recognition when those stretch beyond the norm.

2. Treat development as a partnership

High performers vary: some seek leadership roles, others want to deepen their technical expertise. As such, when development pathways are pre-determined by organisational needs, engagement drops.

The most effective organisations treat development as a partnership – asking individuals where they want to go and co-designing the path. This builds ownership, improves engagement and ensures that support is genuinely relevant, all of which helps the individual achieve their aspirations.

We can support HR leaders in designing people strategies that are both legally sound and tailored to the needs of different employee groups, helping you retain your best talent.

3. Recognise in ways that matter

Recognition isn’t just financial – it’s fair, consistent, and meaningful. When recognition or rewards seem arbitrary, it can demotivate employees.

A robust system-based approach ensures high performers receive both rewards and validation – such as trust, influence, and visibility. Employers should establish meaningful recognition systems to keep high-performers engaged and motivated, supporting their long-term retention.
Make sure your recognition systems are transparent and meaningful. This could include giving employees greater influence, visibility, or trust, as well as tangible rewards. A structured approach will keep your top performers motivated and committed.

4. Protect wellbeing

High performers are often reluctant to step back, which can make them prone to burn out.
Employers have a duty of care to manage workplace stress, and proactive measures – such as monitoring workload, encouraging time off, and normalising support-seeking – should be central to your management approach. Taking these steps isn’t just about fulfilling your legal obligations – it’s about building a culture that protects wellbeing while sustaining high performance.

Talking with employees about their wellbeing is crucial, and this is particularly important for high achievers, who may need more support maintaining a healthy work-life balance.

5. Tackle imposter syndrome

Paradoxically, many high achievers wrestle with imposter syndrome – the persistent belief that their success is undeserved and that their perceived shortcomings will one day be exposed. This mindset can drive them to overwork, avoid recognition, or turn down opportunities for fear of failure.

For employers, ignoring imposter syndrome risks losing talent to burnout or under-confidence. Addressing it requires a culture where success is openly acknowledged and where feedback is constructive and specific.

Leaders should:

• Normalise conversations about self-doubt, making it clear that it is common even among senior figures.
• Provide mentoring and coaching to reinforce confidence and help high performers recalibrate their self-assessment.
• Celebrate achievements in ways that emphasise both effort and ability, so individuals recognise their own contribution.

Supporting employees to overcome imposter syndrome is not only a matter of wellbeing; it ensures they fully step into the roles and responsibilities they are capable of excelling in. Our experts can work with your HR team to develop tailored leadership training and coaching support, helping managers create a culture where high performers can thrive.

6. Deal with the downsides of high performance

Even star performers can become liabilities if their engagement falters. Frustration can morph into disengagement, negativity, or even undermining behaviour.
While it may be tempting to give your high performers more leniency or even a free pass, leadership must apply performance and conduct standards evenly – no exceptions. Otherwise, you compromise your ability to manage other employees for similar issues or offences.

7. Build systems that last

Retaining high performers shouldn’t rely on individual managers alone – it requires consistent, organisation-wide systems.

These should include:

• Clear expectations and accountability.
• Personalised development plans.
• Balanced workloads and wellbeing safeguards.
• Fair, transparent recognition processes.
• Support for self-confidence and resilience.
• Consistent standards for conduct and performance.

Final thoughts

High performers are an organisation’s most valuable – but also most delicate – assets. To retain them, HR and business leaders must go beyond simple recognition and create an environment where they can flourish without burning out or losing confidence.
By putting robust HR practices in place and supporting managers to apply them fairly, organisations can unlock the full potential of their top talent – and reap the benefits across the whole business.

We work with HR professionals and business leaders every day to put the right frameworks in place.