Talent Identification and Performance: Building a Championship TeamJen Shirkani @shirkani | Author

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Who is Who?

Determining Performance

1. Performance Review Ratings2. Awards / Recognition3. Accomplishments4. Manager Opinion5. 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

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Who is Who?

What to Do With 1s and 4s

► Take Action!

Employees in Box 1:

Documentation, Conversation, Liberation.

Employees in Box 4:Transition Period or First 90-Days of Hire. (Longer Than That, See Box 1)

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What to Do With 3s

Employees in Box 3:

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. Ensure Their Engagement.

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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.

Employees in Box 5:Are Probably Stable and Comfortable, Should Be in Positions That Require a Modest Amount of Adaptability and Average Performance. Employees in Box 7:Should Be in Their First 90-days of Hire or New Role. Ideally Only for Transition Periods, Need to Determine What is Missing to Maximize Their Potential. Ask Yourself if it is Can Do or Will Do?

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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.

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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:These Employees Are Your Top Talent. They Should be Receiving Recognition, Have 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. Ensure their Engagement.

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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 stress

• 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.

Bottom Line:Leaders cannot buy engagement and must be present and active in employee development.

Source: Fidelity Investments

Engaging Millenials

• 63% said didn’t feel leadership skills were being fully developed.

• 49% said they felt they were being overlooked for leadership opportunities.

Bottom Line:Consider project leadership opportunities, not just management of people.

Source: Deloitte

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!

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Text “performpointer” to 22828

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