They Look Happy—But They're Leaving: What Leaders Miss About Talent Poaching By: Charly Huang HR Expert and Senior Business Advisor www.AceBallMarkers.com Yes—We're in a New Era of Talent Poaching Companies are stealing high performers from each other more aggressively than they have in the past. I see that on a regular basis. As a noted HR expert and senior business advisor, I work to get companies to protect their talent and bring in strong, committed teams. Recruiters are no longer simply sitting back and letting someone apply, they are cold calling high performers directly, even if they seem fulfilled in their current roles. How You Know Someone Might Be Open to Leaving Just because they look happy, there are signs they are thinking about working somewhere else. I have had to search for little hints. Perhaps they don't attend team events anymore. They respond concisely. They work on fewer side projects. Or they ask more about money, promotions, or future prospects. These are red flags that they are probably looking to hear about another offer. How to Make People Want to Stay You have to treat great people great in order to retain them. You don't retain people for money, for money reasons; people remain for purpose, for growth, and for respect. I have helped companies build strong cultures where people are proud of what they are part of and excited about staying. You have to give recognition. Not a one-time "thank you," but sincere, personal recognition. People have to feel noticed. They also have to feel that they have a future in the organization, new goals, new challenges, and possibilities for growth. What to Do When a Recruiter Calls Your Star Employee Too many leaders wait too long, wait until someone has already gotten a better offer. I've helped teams retain their best people by moving sooner. Keep communicating regularly with your best people. Ask them what is going right for them. Listen to their goals. Small things, like a new project, a clear direction, or a simple thank-you, can mean a great deal. Why This Matters to Me For all kinds of businesses, I've assisted in developing better places to work and better teams. I've seen what works, and fails. I believe deeply in helping businesses keep people, not merely by giving them perks, but by speaking to their purpose. That creates long-term success.
I noticed our top performers started showing subtle signs before leaving - taking more personal days, being less vocal in strategy meetings, and suddenly updating their LinkedIn profiles. To build stickiness, we implemented monthly 'innovation days' where team members can work on passion projects, which has honestly done more for retention than standard bonuses.
I discovered that talent poaching has intensified dramatically since remote work became mainstream, making it easier for competitors to reach our best people regardless of location. In our tech startup, I've found success by creating personalized growth paths - like giving our star developer the chance to lead our AI initiatives, which kept them engaged even when Amazon came knocking.
In the education sector, I've noticed a surge in aggressive recruitment tactics, especially for experienced language teachers who can adapt to digital learning environments and multicultural settings. We've built 'stickiness' by offering professional development opportunities, creating mentor-mentee relationships, and establishing a culture where educators can launch their innovative teaching projects with institutional support.