talent grid a manager s guide

Transcription

1 TALENT GRID talent grid a manager s guide SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 1 14/02/ :50

2 introduction The key to our success as a business is identifying and developing our internal talent. This guide has been put together to support you in using the Greene King Talent Grid. It s aimed at line managers who conduct PDRs and includes guidance on how to measure the potential of your team members. Importantly it provides some suggested development ideas that you could consider depending on where a team member is placed on the Talent Grid. assessing potential As a manager, it s important to be able to assess and develop the talent within your team. The Talent Grid helps you to do this and provides a framework for evaluating and diagnosing your Team Members future development needs. It is based on their performance (how they have performed over the last year) and their potential (their predicted future performance) to move to the next level or take on significantly greater responsibility. Potential, by its very nature, can be difficult to measure. It is far easier to look back and assign a grade based on past performance, than it is to look into the future and predict future performance. Potential can be defined as the probability of being exceptional at the next level. When it comes to assessing potential, there are 3 elements that are most commonly used: Ability Engagement Aspiration Ability Encompasses the talent and skills inherent in the team member and looks at their ability to learn. How fast can they grasp new and complex concepts? Are they able to take on stretch assignments or projects and deal with unfamiliar responsibilities? How far can they reach? Is there a high, moderate or low probability of them being exceptional at the next level? Engagement How dedicated are they? How passionate are they? Aspiration The team member s drive and ambition are a key determinant of where their career will take them. Their development plan should highlight their career ambitions and aspirations and should be reviewed as part of the PDR process. 2 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 2 14/02/ :50

3 measuring potential questions to consider Use the questions below to help you assess the potential of a Team Member. Make an informed judgement based on observed behaviours and feedback gathered over time and across situations. Could the team member learn the additional skills and competencies he or she needs to be able to perform at a higher or different level? Does the team member demonstrate flexibility and motivation to move into a job that might be different from what they currently do? Does the team member welcome opportunities for learning and development? Does the team member demonstrate comfort with a broader company perspective than his or her job currently requires? Does the team member demonstrate an ability to comfortably interact with people at a higher level or in different areas? Does the Team Member demonstrate great leadership behaviours? What is the probability of them being exceptional at the next level is it high, moderate or low? You may find it helpful to consider how long it would be before the team member could perform at a higher level, in a different position or take on increased responsibility? Think about their ability and not whether there is a position to support their growth. 3 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 3 14/02/ :50

4 Potential TALENT GRID Developing Performer Strong potential to advance further but effort required to determine and overcome blockers to performance Focus should be on coaching and a solid development plan. Questionable Performance Currently underperforming. Focus required to convert potential to performance. Clarify current job fit if underperformance continues. Action Required Current role not playing to strengths. Focus on improving performance. Action required. Emerging star Consistently delivers the demands of the job. Can adapt to new and varied situations. Has potential and capability to move to a more senior position or take on stretching assignments. Key Performer Well matched to current role but with capacity to take on bigger challenges. Possibly capable of a more senior position in time and with development if desired. Steady Contributor Valued team member at their level and a good fit with their current role. Able to grow and evolve with the changing environment. High Potential Star Performs exceptionally well and has clear potential to take on a more senior role. Has the capability to become a highly effective leader. Talented Professional Consistently high performer ready for additional challenge. They may be ready to take on a broader role with more responsibility or a promotion that provides an opportunity to deepen their knowledge. Well Placed Professional High performer and an expert or specialist in their current role. They are making a substantial contribution and adapt easily to changing circumstances. Hard to replace in their current role. HOW TO USE THE TALENT GRID 1. assess performance The first step is to assess the performance of the team member. The Performance Rating along the bottom will typically determine the column that the team member will be placed in on the Talent Grid 2. jointly agree the position Having agreed the Performance Rating (and narrowed down the choice) use the following to agree the Talent Grid position: Review the descriptors on the Talent Grid Use the Assessing Potential questions on the previous page You can also consider the time scale to their next move would you see them moving to a bigger role or taking on significantly more responsibility in: o 0-12 months o months o 18 months plus 3. move to development Now the really important part: once you ve positioned a person on the Talent Grid, you can use your findings to ensure that the appropriate training and development is taking place. The rest of this guide will help you to determine the correct development opportunities. 4. review on future 121s Agreed development should be reviewed on a regular basis/at every poor/room for improvement meets expectations Performance exceeds expectations/ role model SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 4 14/02/ :50

5 High Potential Star Give these team members lots of responsibility and allow them to work on high profile projects that push them outside their comfort zones. Consider giving them new challenges that will stretch them and allow them to develop further. development opportunities to consider: Mentoring from a more experienced senior manager Coaching to provide stretch and challenge Stretch projects and assignments that are considered high profile Exposure to meetings at a more senior level An opportunity to experience a new role Mentoring another team member Support to build cross functional relationships with other High Potential Stars Possible access to bespoke training and development opportunities Next level exposure, responsibility, shadowing External projects e.g. working with schools Professional development and qualifications 5 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 5 14/02/ :50

6 emerging star Development for these Team Members is similar to High Potential Stars (the only difference between them is their current performance level). As a manager you need to manage their performance appropriately, and provide plenty of feedback, so they know how they can improve. development opportunities to consider: Review the Development Plan focus on competency gaps consider development workshops, specific coaching or online learning depending on their learning style Mentoring from a more experienced senior manager Stretching projects Exposure to meetings at a more senior level Professional development and qualifications 6 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 6 14/02/ :50

7 Developing Performer Find out what s preventing these team members from achieving greater performance. Do they have enough training or the right tools? Would they benefit from mentoring from a high-performing colleague? You should also consider that these people may be in the wrong role. You might find that newer employees and new leaders fall into the Developing Performer group. Make sure that these team members are getting the induction, training and support they need to perform well. development opportunities to consider: Review the Development Plan focus on competency gaps consider development workshops, specific coaching or online learning depending on their learning style Mentoring from a more experienced manager Consider moving to a different role Opportunity to work with High Potential Stars Coaching to release performance Action Plan/Performance Improvement Plan 7 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 7 14/02/ :50

8 talented professional It s important to remember that Talented Professional s performance is just as high as High Potential Star however in the short term they are more likely to take on a broader role, or a role that allows them to deepen their knowledge. The difference between High Potential Star and Talented Professional is often the degree of readiness for larger roles. Development should be around preparation for longer term opportunities. development opportunities to consider: Development should be in preparation for longer-term opportunities Mentoring from a more experienced senior manager Stretching projects to test their potential at a higher level Mentoring another team member Professional development and qualifications Sustained Development Programme eg Team Leader Development Programme/Management Development Programme/Level 4 8 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 8 14/02/ :50

9 key performer Team Members in this group may be perfectly happy with where they are and with what they re currently doing. Don t pressure them to advance if they don t want to, but provide opportunities for training and development to help them move from good to great. The key is keeping them in the learning zone and not allowing them to sit in their comfort zone. Development opportunities to consider: Provide occasional opportunities to test them Provide stretch projects or assignments If providing stretch projects, remember to increase the frequency of 121s to ensure the team member is still willing to progress and develop in role Listen to them and recognise their accomplishments Delegate tasks Development workshops linked to competency gaps 9 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 9 14/02/ :50

10 questionable performance The focus here is on improving performance rather than actual development. It s important to provide regular and timely feedback. You may find that new team members fall into the Questionable Performance group so ensure they are getting the training and support they need to perform in their role. development opportunities to consider: Mentoring from a more experienced manager Review the Development Plan focus on competency gaps consider development workshops or coaching from their Line Manager. Highlight any development needs Look for ways for them to work with high potential team members If new, focus should be on induction and orientation to provide strong foundations for future development and progression Consider moving to a different role Action Plan/Performance Improvement Plan if consistently at this level. 10 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 10 14/02/ :50

11 well-placed Professional Focus on the team member s motivation; what motivates them, and what development opportunities would they like? Also, make sure that team members in this group are rewarded appropriately for their good work, and provide regular feedback so that they keep on performing at their current good level. You could use team members in this group to mentor and train others or share their experiences. development opportunities to consider: Find out what motivates the team member The emphasis for this group should be on their Personal Development Plan find out how they want to develop Provide opportunities to develop in current role, to grow deeper and broader capabilities and knowledge Provide opportunities to increase their breadth of responsibility Provide honest feedback about their opportunities for advancement Mentoring another team member who may be new to the role Allow them to share what they know presentations at team meetings; could they deliver short training sessions? 11 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 11 14/02/ :50

12 steady contributor Development for this group is similar to Key Performers. Provide regular and detailed feedback about their performance, and help them improve. development opportunities to consider: Provide occasional opportunities to test them Coaching from their Line Manager to help them move to a better level of performance Evaluate whether this team member is stuck in their comfort zone and what opportunities there are to stretch and challenge them in their role. Consider a sideways move to broaden their skills 12 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 12 14/02/ :50

13 action required With team members in this group you ll want to focus on their performance, not their development. Refer to separate guidance on dealing with poor performance. It is worth making sure that team members who fall into this category aren t blocking or negatively impacting anyone else in your Team. Development opportunities to consider: Clarify expectations and objectives Provide remedial coaching and regular feedback Increase frequency of 121s Provide clearly defined goals Performance Improvement Plan Be explicit about the ways they should improve 13 SP19493_174402_GK Talent_Grid_Managers Guide_148x210.indd 13 14/02/ :50

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