MANAGING YOUR TALENT

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2 The first step in managing your talent is to choose the appropriate approach depending on the individual. To understand the best approach to take, remember that employee contribution is a function of two variables - the person s Performance and the Passion (energy and commitment) they have for the work. If we plot performance on the X axis and passion for work on the Y axis, we can identify 5 different talent categories: i. Vital Talent ii. Disengaged Performers iii. Steady Contributors iv. Engaged Underperformers v. Disengaged Underperformers Exceeds Objectives DISENGAGED PERFORMERS VITAL TALENT Performance STEADY CONTRIBUTORS Misses Objectives DISENGAGED UNDER- PERFORMERS ENGAGED UNDER- PERFORMERS LOW Energy & Commitment Passion for Work HIGH Energy & Commitment

3 Have a go at plotting your direct reports into the grid below: NOTES:

4 Consider the following: Into which category do most of your people fall? What are the implications of this for the contribution of your work area/organisation? With which category of employees do you spend most of your time? Note that while many managers / leaders spend most time with their lowest performers, you will get the best return from spending the most time with your Vital Talent. Do people in the Vital Talent Category have the most important value-creation opportunities in the work area / organisation? If not, why not? Are you providing your Vital Talent with sufficient stretch opportunity? How are you ensuring that they feel positively challenged? Have you got a clear plan in place to deal with the underperformers? Who will support you in ensuring this plan is effectively implemented?

5 Plan the approach you will take with each individual in future. This should take into account the category in which they fall. We recommend the following approach for each of the 5 categories: Category What it looks like Approach Vital Talent These people produce both exceptional results and show high levels of energy and commitment. They make a significant contribution to the organisation s success and serve as role models to others in the organisation. Ensure strong recognition and encouragement. Assign to the work area/organisation s most important value creation opportunities Provide challenging, highly visible stretch projects beyond job. Coach and develop to optimise potential. Help the person secure a mentor. Disengaged Performers Disengaged performers are strong contributors to the organisation s results, but lack a high level of commitment and energy; they show little inclination to go above and beyond and may appear emotionally detached from their work. Uncover the reasons for the low passion, which may be work-related (e.g., lack of challenge) or personal. Coach and support back to high engagement. Steady Contributors These individuals are good solid performers and are the backbone of any organisation often making up around two thirds of the organisation. Most achieve their expectations and many exceed their expectations in areas of specific strength. Ensure strong recognition and challenge in areas of strength. Coach and develop to maintain good levels of contribution and engagement. Engaged Underperformers These individuals fall short on delivering their planned results, however, show a great deal of commitment to their work and the company. They are essentially cheerleaders who are often well liked by others in the company, but not valued as team members as they don t contribute at an acceptable level. Set clear expectations for improvement. Explore the feasibility of reducing level of challenge or providing skills training to build confidence and competence. Provide encouragement and support. Explore alternative roles where there might be a better strengths-role fit. Disengaged Underperformers This group is relatively easy to identify as they fail to achieve planned results and show little commitment and engagement to the organisation. Set clear expectations for improvement. Put in place short-term objectives with regular review meetings to gauge progress. Explore redeployment opportunities into a role which more closely matches their strengths and skills. Manage out where no improvement.

6 Notes: Strengths Partnership Ltd Strengths Partnership ( is a world leader in providing pragmatic strengths-based solutions to translate individual, team and organisational strengths into measurable success, innovation and engagement. The company has five consulting practice areas: selection and assessment; leadership and talent development; coaching; building peak performing teams; and organisational development and effectiveness. Strengths Partnership s Strengthscope strengths assessment suite is the most comprehensive on offer and has multiple applications across the full employee lifecycle.