The success of your firm comes down to one thing: your people. Talent is your biggest competitive advantage and your most valuable asset. But attracting and retaining star performers takes more than good coffee and casual Fridays. The best people want more, and firms that understand this will win the talent game.

Keep it interesting

It starts with interesting work. Star performers don’t want to feel like cogs in a compliance machine. They’re energised by variety, challenge, and opportunities to apply their skills in ways that make a difference. This means providing them with access to complex engagements, client strategy, advisory services, and cross-industry exposure. Repetitive, low-impact work is a surefire way to lose them.

Recognition matters

High achievers are often intrinsically motivated, but that doesn’t mean they don’t want acknowledgement. A culture where wins are celebrated, effort is noticed, and people are seen builds momentum. Recognition doesn’t have to be loud or public; it just has to be genuine and consistent.

Client interaction

Client contact is another drawcard. The best talent wants to build relationships, not just crunch numbers. Involving staff early in client meetings, giving them the chance to present or contribute, and building trust in their communication skills sends a strong signal: we trust you, and we’re invested in your growth.

Professional development

Skills development is non-negotiable. This goes beyond ticking CPD boxes. Star performers want real learning: technical, leadership, and commercial. They want access to training, mentors, secondments, and real-time coaching. A firm that’s serious about development shows it in action, not just in policy.

Career plan

Career advancement must be transparent. “Just keep doing what you’re doing” isn’t a career plan. Top talent wants to know what the path ahead looks like, what they need to achieve to get there, and whether opportunities actually exist. Promotions should be earned, not gifted, but the ladder must be visible.

Constructive feedback

Feedback loops must be fast and honest. Stars don’t want to wait for an annual review to know how they’re tracking. They crave regular input, constructive suggestions, and meaningful praise. Feedback is fuel for growth, and growth is what keeps them engaged.

Opportunities

Opportunity is a broad concept. For some, it’s career progression. For others, it may be secondments, travel, or leading special projects. The key is to understand individual drivers and match them with firm opportunities. One-size-fits-all doesn’t cut it anymore.

Flexibility

Flexibility is now expected. This isn’t just about remote work, it’s about autonomy. Can they work when they’re most productive? Can they fit their life and work together? The most talented people are often juggling multiple priorities. Trust them to deliver.

Firm culture

Finally, culture is the glue. Do people genuinely care about each other? Is leadership accessible and open? Are values lived or laminated? Culture isn’t posters on a wall – it’s how things get done, how people feel, and whether they want to stay.

Getting and keeping star performers isn’t easy, but it’s the difference between a good firm and a great one. Build an environment that fuels their ambition, and they’ll take your firm further than any business plan ever could.

The Smithink 2025 Young Guns Workshop is coming up on 20-21 October 2025 at the Crowne Plaza Surfers Paradise. This event is purpose-built for ambitious professionals eager to advance their careers and drive real impact within their firms.