Introduction
Part of the power of understanding your top employees as “Talent” is the ability to assess their potential in light of their performance and values. The use of a simple Talent matrix can make the assessment process very powerful. This process also helps you to analyze your team and to plan for management of each employee in the future.
Jack Welch believes that effective talent management requires you to divide up your people into three levels: the top 20%, the middle 70%, and the bottom 10%. It is important to provide leadership development options to the top 20% of employees early in their careers, since they will be your future leaders.
One tool used to support the Welch approach to talent management is a matrix based on four different combinations of performance and values. Look carefully at the Four Quadrants Matrix shown here and read the descriptions of the type of employee who fits in each quadrant, in terms of performance and values.
Talent Engagement Chart (example attached)
Instructions
Use the Four Quadrants Matrix above as a framework to assess your direct reports in your current workplace. If you have no direct reports, use a group of individuals with whom you are familiar. Create a Talent Engagement Chart like the one below, with a row for each employee.
- Include the employees in Assignment 3 (attached)
- Define the values you will use to assess your employees
- Use first names only and change the names if you wish
- For each individual, create a row in the chartYour task is to select one Quadrant for each employee and to indicate the Type that you chose in the Positioning column. Then write a Rationale statement of 4 to 6 paragraphs for your team, explaining why you positioned them in the selected quadrants and indicating your plans for managing each of them in the future. Record your findings using the format shown in the example below, which is provided to guide you in this exercise.
Rationale (example)
Katelyn and Jacquelyn are both incredibly ambitious and talented, and I consider them to be the top talent on this team. They are always over-delivering on their goals and looking for ways to learn more. They are keen to take on new challenges and to experience different roles. I think it will be important to challenge them and to give them some management type experience by putting them in charge of a project or a small team in the near future.
Sabrina and Shannon are both well aligned to the team in terms of their values, but they are currently not performing up to their potential. Both of these employees have the ability to be valuable employees, but they are not highly passionate in their current roles. Sabrina has been with the team less than a year; she is still learning and not positioned exactly right at this point. She does not yet have the confidence to perform up to her potential. I believe that, in time, she will gain confidence, improve her performance, and make it to the next level.
Shannon is more experienced than Sabrina; she needs an extra push sometimes, but she is fully capable of doing a great job. She is a steady worker, but she is not performing up to her potential. She is coasting along and doesn’t seem to care about getting to the next level. I believe the key to enhancing her career is finding a different role for her, something that will engage her interest and use her skills better.
Cherie has been doing purchasing and vendor relations for the team for 4 years now; she is efficient and productive in all aspects of the job. However, she can be brusque with her co- workers and never participates in office events. She shows little interest in professional development opportunities that are offered to her. She attends team meetings but rarely offers any contributions to team discussions. I became her manager 6 months ago. I have given feedback in her recent performance review about the behavior changes I am looking for. If I do not see significant changes in behavior within the next six months, I will not wish to keep her on the team.
Glenn was assigned to my team 9 months ago, to provide data analysis in support of team activities. He is often late in to the office and sometimes leaves early, without informing me or providing any reason. He does the minimum amount of work needed to fulfill the tasks that I assign to him. At our month 3 and month 6 review meetings, I was candid with Glenn about these issues and told him I would be looking for more focus and accountability from him in the months ahead, but I have seen no change. So I believe it is time to let go of this employee, and I have a meeting with HR next week to discuss the next steps to put this decision into effect.
Formatting Requirements
- Typed, double-spaced, professional font (size 10 – 12)
- Include a Cover Page with the title of the assignment, your name, the professor’s name,course title, and date.
0 comments