People Management Sample Talent Engagement

Image1pngjwi 520 People Management Sample Talent Engagement Chart A

Image1pngjwi 520 People Management Sample Talent Engagement Chart A

image1.png JWI 520: People Management Sample Talent Engagement Chart and Rationale © 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 – Sample Talent Engagement Chart and Rationale (1236) Page 1 of 2 Overview of the Talent Matrix Tool While team leaders often know "in their gut" which employees are strong performers, a simple analysis can help you know why they are doing well and where you can help them to develop.

The use of a Talent Matrix tool can make the assessment process very powerful. The Talent Engagement Chart is used to provide a snapshot of the performance of your employees, as well as their alignment with the organization’s mission and values. The accompanying Rationale statement describes in more detail each employee’s performance and level of alignment with the company’s core values, and also indicates the manager’s plans for supervising each employee in the future. Sample Talent Engagement Chart Employee Type 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 Sample Rationale Katelyn and Jacquelyn are both incredibly ambitious and talented, and I consider them to be the top talent on this team.

They align with our company’s results focus, as they always over-deliver on their goals, and they also fit well with our focus on continuous learning, as they are always looking for ways to learn more. They both demonstrate our core value of flexibility, as they are keen to take on new challenges and to experience different roles. They have both stepped up to help keep the wider team connected during the pandemic, while all staff in our group have been working remotely. I think it will be important to challenge these employees and to give them some management 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 core values, but they are currently not performing up to their potential.

They have struggled to maintain their motivation since moving to work from home. Although both still complete their work in a timely manner, in our one-on-one weekly meetings, I have noticed a decreased sense of engagement. Both have the ability to be productive employees, but they are not highly passionate and engaged in their current roles. Sabrina has been with the team less than a year; she is still learning and not positioned in exactly the right role. She does not yet have the confidence to perform up to her potential, but she adheres to our core value of team orientation, supporting her coworkers and always putting the customer first. She needs to be given new challenges in a step-by-step manner.

I believe that, in time, she will gain confidence, improve her performance, and be a productive team player. Shannon is more experienced than Sabrina and more confident. Even though Sabrina exhibits the core value of dependability, she sometimes needs an extra push to get the job done. She is fully capable of doing a great job if placed in the right position. She is a steady worker, but she is not performing up to her potential in her current administrative role. She is coasting along and does not seem keen to learn new skills and get to the next level. I believe the key to enhancing her performance is to find a customer-facing position for her. She has excellent people skills, and this type of role would use her abilities better, as well as most likely leading her to want to develop professionally. Cherie has managed purchasing and vendor relations for the team for four years. I became her manager 4 months ago.

She is efficient and productive but can be brusque with co-workers and she rarely attends office events. Since the work-from-home mode was introduced, she has missed multiple online business meetings without sending any message to explain her absence. Cherie does not align with our core value of flexibility. She is inflexible when working with team members and shows little interest in professional development. She attends team meetings but rarely contributes to team discussion.

I provided candid feedback in our month three review meeting about the behavior changes I am looking for: particularly, better teamwork and willingness to learn new skills. If I do not see significant changes in the next 6 months, I will not wish to keep her on the team. Glenn was assigned to my team nine months ago, to provide data analysis for our team. He is a capable data analyst, but he does the minimum amount of work needed to fulfill his tasks. In addition to his lack of motivation, he does not adhere to our core values of professionalism and team orientation.

He is often late to work and sometimes leaves early, without informing me. Since he started to work from home, he is often slow to respond to emails and voicemails, which calls into question his adherence to our online office hours. At our month three and month six review meetings, I was candid with Glenn and told him I needed to see regular attendance, more support of his coworkers, and better communication, but I have seen no change. I believe it is time to let go of this employee; I am meeting with HR next week to discuss the next steps to put this decision into effect.

Paper For Above instruction

Assessing Employee Performance and Alignment Using a Talent Engagement Chart

Effective people management requires a nuanced understanding of employee performance and their alignment with organizational values. The Talent Engagement Chart is a strategic tool that provides managers with a comprehensive view of employees' current contributions and their fit within the company culture. This assessment not only aids in recognizing top talent but also identifies employees who may need targeted support or developmental interventions. The ultimate goal is to foster a motivated, aligned, and high-performing workforce that advances organizational objectives while promoting individual growth.

The Talent Matrix, as exemplified in the provided chart and rationale, categorizes employees based on two primary axes: performance and core values alignment. Each employee’s placement within this matrix informs tailored management strategies. For instance, employees like Katelyn and Jacquelyn are classified as high performers with high value alignment. They consistently exceed goals and embody the company's core principles such as flexibility and continuous learning. Recognizing their contributions, managers can provide opportunities for leadership development and increased responsibilities, such as managing projects or mentoring peers.

Conversely, employees like Sabrina and Shannon, although aligned with core values, demonstrate room for improvement regarding performance, often hampered by motivation deficits or role misfit. The rationale indicates that Sabrina, still gaining confidence, would benefit from incremental challenges and repositioning towards customer-facing roles that leverage her interpersonal skills. Shannon’s more confident demeanor suggests that aligning her tasks more closely with her strengths could reignite her engagement and productivity. These targeted interventions are critical for unlocking their potential and ensuring their alignment translates into higher performance.

Employees exhibiting high performance but low values alignment, such as Cherie, require candid feedback and behavioral adjustments. Cherie’s inflexibility and lack of participation in team activities threaten team cohesion, signaling the need for specific coaching and possibly performance management actions if improvements are not observed. The manager’s explicit communication of expectations underscores the importance of behavioral fit alongside technical competence.

Finally, the category of low performance and low values alignment, exemplified by Glenn, highlights the importance of decisive action when sustained efforts to improve are unsuccessful. In Glenn’s case, his minimal engagement, tardiness, and poor communication indicate a misalignment that may warrant termination, as evidenced by the manager’s plan to discuss next steps with HR. This demonstrates a critical aspect of employee management—balancing support and development with accountability and organizational needs.

In conclusion, the Talent Engagement Chart is a vital tool that, when combined with personalized rationales and ongoing feedback, supports strategic HR decision-making. It facilitates recognition of high-potential employees, provides clear pathways for developing those underperforming, and manages misalignments with organizational culture, ultimately leading to a more engaged, aligned, and productive workforce. As organizations continue to navigate complex talent landscapes, such assessments are invaluable in aligning individual contributions with broader strategic goals, fostering sustained organizational health, and enhancing employee satisfaction.

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