Employee burnout continues to be a significant concern in professional services firms, affecting a large portion of the workforce. Recent data indicates that around 57% of employees in various sectors, including professional services, report experiencing moderate to severe levels of burnout. The issue is particularly severe in industries with demanding workloads and client- facing responsibilities. While overall employee retention is declining slower than expected, the turnover of high performers has not. This shift comes with significant costs in lost productivity, recruitment expenses, and potential sales losses.

Given that employees are the primary asset of professional services firms, it’s crucial to develop innovative strategies to address burnout and retention—especially for high performers. Many firms excel in succession planning to foster career growth. Why not apply the same rigor to create a high performer deployment strategy to ensure your high performers get the experience and obtain the skills needed to advance to their next role within the organization? By leveraging data from engagement scheduling and employee feedback, firms can gain the insights needed to craft tailored development/deployment plans for top talent. Offering opportunities to acquire in-demand skills or take on cross-service line projects nurtures an environment of growth and acknowledges individual career aspirations.

Collaboration between Talent and Deployment teams is critical for these initiatives. Tracking development plans for high performers and implementing a phased approach through pilot programs can help ensure success.

When employees are given opportunities that align with their interests and career goals, they can see a clear path for advancement—reducing the likelihood of seeking opportunities elsewhere.