Talent Engagement

 Talent Engagement Exercise

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.

Type 1:

High Performance,

High Values

Type 4:

High Performance,

Low Values

Type 2:

Low Performance,

Low Values

Type 3:

Low Performance,

High Values

JWI 520: People Management Academic Submissions and Evaluations

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class. JWMI 520 – Assignment 4 (1178) Page 2 of 4

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 above and note the type of employee who fits in each quadrant.

Instructions Use the Four Quadrants Matrix above as a framework to assess some direct reports in your workplace. If you have no direct reports, use some individuals with whom you are familiar. Create a Talent Engagement Chart like the one below, with a row for each employee. As an Introduction, provide the definition of the values that you are using to assess the individuals.

• Include 4 to 6 employees in your chart

• Use first names only and change the names if you wish

• For each individual, create a row in the chart Your 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, explaining why you positioned each person in the selected quadrant and indicating your plans for managing them in the future. Record your findings using the format shown in the example below, which is provided to guide you in this exercise. This exercise is designed to give you practical experience in using the Four Quadrants Matrix to differentiate your employees and to make plans for managing your employees in the future. Be sure to include citations in your work.

Talent Engagement Chart (example)

Employee Positioning

Katelyn Type 1: High Values, High Performance

Jacquelyn Type 1: High Values, High Performance

Shannon Type 3: Low Performance, High Values

Sabrina Type 3: Low Performance, High Values

Cherie Type 4: High Performance, Low Values

Glenn Type 2: Low Values, Low Performance

JWI 520: People Management Academic Submissions and Evaluations

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class. JWMI 520 – Assignment 4 (1178) Page 3 of 4

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.

JWI 520: People Management Academic Submissions and Evaluations

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This course guide is subject to change based on the needs of the class. JWMI 520 – Assignment 4 (1178) Page 4 of 4

RUBRIC – Assignment 4: Talent Engagement Exercise

CRITERIA Unsatisfactory Low Pass Pass High Pass Honors 1. Create Talent Engagement Chart with 4-6 employees. Weight: 20%

Does not create a Talent Engagement Chart with 4-6 employees.

Creates a Talent Engagement Chart but includes too few employees or does not follow the chart format correctly.

Creates a Talent Engagement Chart with 4-6 employees and the chart is adequately formatted.

Creates a Talent Engagement Chart with 4-6 employees and the chart is well formatted.

Creates a Talent Engagement Chart with 4-6 employees and the chart is excellently formatted.

2. Assign each employee to a Positioning quadrant. Weight: 20%

Does not assign each employee to a Positioning quadrant.

Assigns some but not all of the employees to a Positioning quadrant.

Assigns all of the employees to a Positioning quadrant but does not provide much variety of types.

Assigns all of the employees to a Positioning quadrant and provides some variety of types.

Assigns all of the employees to a Positioning quadrant and provides an excellent variety of types.

3. Write an assessment for each employee, explaining clearly why you placed each one in the particular quadrant. Weight: 25%

Does not write an assessment for each employee, explaining clearly why you placed each one in the particular quadrant.

Writes an assessment for some but not all employees, or provides a poor explanation of why you placed each one in the particular quadrant.

Writes a satisfactory assessment for all employees and explains clearly why you placed each one in the particular quadrant.

Writes a good assessment for all employees, with thoughtful analysis of why you placed each one in the particular quadrant.

Writes an excellent assessment for all employees, with thorough review of past performance and analysis of why you placed each one in the particular quadrant.

4. For each employee, indicate your plans for managing them in the future. Weight: 25%

Does not indicate plans for future management of any of the employees in the future.

Indicates plans for management of some but not all of the employees in the future.

Writes a satisfactory description of plans for future management of each employee in the future.

Writes a good description of your plans for their future management of each employee in the future, with logical reasons for the plan.

Writes an excellent description of plans for management of each employee in the future, with good analysis and logical reasons for the plan.

5. Clarity, Logic, Writing Mechanics, and Grammar Weight: 10%

Mechanical errors; writing has an unclear flow; student fails to follow formatting instructions.

Mechanical errors; writing has an unclear flow; student does not fully follow formatting instructions.

Some mechanical errors; writing is adequate has a clear flow; student follows formatting instructions.

Few mechanical errors; writing is good with a clear and coherent flow; student follows formatting instructions.

Minimal minor mechanical errors; writing is excellent and succinct, with a clear, coherent flow; student follows formatting instructions.

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