Talent Identification and Performance: Building a Championship Team Jen Shirkani @shirkani | Author
Who is Who? LOW
Potential
HIGH
LOW
Performance
HIGH
7
8
9
4
5
6
1
2
3
Determining Performance 1. Performance Review Ratings 2. Awards / Recognition 3. Accomplishments 4. Manager Opinion 5. Peer / Direct Report Opinion 1 = Below Expectations, 2 = Meeting Expectations, 3 = Above Expectations
Determining Potential 1. Do They Accept Feedback Well? 2. Have They Set Goals in the Past and Achieved Them? 3. Do They Express a Desire to Learn and Grow? 4. Do I See Potential and Am I Willing to Invest Time and Effort in Them? 5. Does This Person Proactively Take Accountability for Their Behavior? 1 = Rarely or Never, 2 = Sometimes, 3 = Often or Always
Who is Who? LOW
Potential
HIGH
LOW
Performance
HIGH
7
8
9
4
5
6
1
2
3
What to Do With 1s and 4s Take Action! Employees in Box 1: Documentation, Conversation, Liberation. â–ş
LOW HIGH
Potential
Employees in Box 4: Transition Period or First 90-Days of Hire. (Longer Than That, See Box 1)
LOW
Performance
HIGH
7
8
9
4
5
6
1
2
3
What to Do With 3s Employees in Box 3:
Potential
Should Be Later in Their Career; Jobs with Minimal Opportunities for Growth. Employees Should Receive Recognition, Have Succession Plans in Place and Be Used as Mentors to New Employees. LOW Performance Ensure Their Engagement. HIGH
LOW
7
8
9
4
5
6
1
2
3
HIGH
What to Do With 2s, 5s and 7s Employees in Box 2: Carefully Monitor to Determine Barriers to Improving Performance, Ensure Performance Does Not Decline.
Potential
Employees in Box 5: Are Probably Stable and Comfortable, Should LOW Performance HIGH Be in Positions That Require a Modest Amount of Adaptability and Average HIGH 9 7 8 Performance. Employees in Box 7: Should Be in Their First 90-days of Hire 4 6 5 or New Role. Ideally Only for Transition Periods, Need to Determine What is 2 3 1 LOW Missing to Maximize Their Potential. Ask
What to Do With 6s Employees in Box 6:
Should Be Continually Challenged to Ensure That All Possible Potential Has Been Realized. Should Be In a Targeted Retention Plan and Used to Train New Employees. Ensure Their Engagement.
LOW
Potential
HIGH
LOW
Performance
7
8
9
4
5
6
1
2
3
HIGH
What to Do With 8s and 9s Employees in Box 8: Continually Support to Increase Their Performance via an Active Development Plan. Should Have Contact with Executive Management, Be Part of a Targeted Retention Plan and Used to Train New Employees. Ensure Their Engagement.
Employees in Box 9:
LOW
Potential
These Employees Are Your Top Talent. They Should be Receiving Recognition, Have HIGH Authority to Make Decisions, Frequent Contact with Executive Management, be Part of a Targeted Retention Plan and Have a Succession Plan in Place to Prepare for Their Next Advancement. LOW Ensure their Engagement.
Performance
HIGH
7
8
9
4
5
6
1
2
3
Impact of Low Performers •
87% of employees say that working with a low performer has made them want to change jobs.
•
93% of employees say that working with a low performer has decreased their productivity.
•
Only 17% of middle managers say they feel comfortable improving or removing low performers. •
(study by Leadership IQ)
Impact on High Performers How we drive our best away:
“Rewarded” by being left alone Given the toughest projects Unrealistic expectations of them Work the longest hours with highest stres Receive a lack of coaching and targeted development • Stuck in role • • • • •
Championship Teams Have Engaged Members Engagement is employees’ willingness and ability to contribute to the company’s success; people’s desire to give discretionary effort in their jobs.
Engaging Millenials •
•
Those born between 1981 and 1991 were willing to take a $7,600 pay cut for better quality of work life. Even though 86% said they were currently happy at work, 49% are actively looking or open to another job opportunity.
Source: Fidelity Investments
Bottom Line: Leaders cannot buy engagement and must be present and active in employee development.
Engaging Millenials • •
63% said didn’t feel leadership skills were being fully developed. 49% said they felt they were being overlooked for leadership opportunities. Source: Deloitte
Bottom Line: Consider project leadership opportunities, not just management of people.
Strategies for Keeping Employees Engaged •
•
• • •
Deal with low performers and do not ignore star performers Do not treat un-equal employees as equals Delegate for development Provide non-financial recognition Be an emotionally engaging leader – use EQ!
Free Resources: www.penumbra.com Text “performpointer” to 22828
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