Using a Talent Matrix
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Assignment3.pdf
Assignment3.pdf
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 1 of 6
Assignment 3: Using a Talent Matrix
Weight: 15% Due: Sunday, Midnight of Week 7 INTRODUCTION
Jack Welch believed that effective talent management requires you to divide up your people into three levels: the top 20%, the middle 70%, and the bottom 10%. He used this approach to identify high performers — or top talent — and provide them with challenging professional assignments early in their careers.
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 tool enables managers to assess employee performance and alignment with the core values of the organization, and to identify areas for professional development.
This exercise is designed to give you practical experience in using a Talent Matrix to differentiate employees and to make plans for the future in terms of the leadership potential of members of your team.
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 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 2 of 6
One tool used to support the Welch approach to talent management is a matrix based on four different combinations of performance and values. To prepare for this exercise, look carefully at the Four Quadrants Matrix above; then review sample Talent Engagement Chart and Rationale below. Note how the Rationale statement describes 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.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
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
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
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 3 of 6
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 into 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.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - INSTRUCTIONS
Use the Four Quadrants Matrix above as a framework to assess your direct reports in your current workplace. If you have no direct reports, use a group of individuals with whom you are familiar. If you have no direct reports, use some individuals with whom you are familiar. Follow the steps below to complete your employee assessment activity.
Step 1: Create your Talent Engagement Chart
o Create a Talent Engagement Chart like the sample provided in this assignment, with a row for each employee.
o Include 4 to 6 employees from your workplace in your chart, using first names only o List and clearly define the core values you will use to assess your employees o For each individual, create a row in the chart
Step 2: Assess your Employees
Select one Quadrant for each employee and indicate the Type that you chose in the Positioning column. Think carefully about the core values of your company and use them to assess the placement for each of the employees. Make notes about the reasons for your choices.
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 4 of 6
Step 3: Write your Rationale
Based on your notes, write a Rationale statement of 4 to 6 paragraphs. For each employee:
o Explain why you positioned them in the selected quadrant o Assess their work and describe how well they align with the core values o Identify areas for improvement or professional development o Indicate your plans for managing the employee in the future
Note: In writing your Rationale, use the sample statement provided in this assignment as a guide.
Step 4: Create your Assignment Document.
Use the format below to organize your work into the final assignment document:
Introduction § Briefly explain the purpose of the overall Talent Engagement exercise. § Describe the company’s core values that you will use to assess your employees.
Chart § Include your Talent Engagement Chart here. Use the sample chart provided in this
assignment as a model for your chart format.
Rationale Statement § Include your Rationale Statement of 4 to 6 paragraphs here.
FORMATTING REQUIREMENTS
• Uses a double-spaced, professional font (Times New Roman or Arial), 10-12 font size • Includes a Cover page containing the title of the assignment, your name, professor’s name, and
the course title and date • Includes a Talent Engagement Chart, with a row for each employee • Includes a Rationale statement of 4 to 6 paragraphs • The assignment is written in a formal manner, with correct spelling and grammar • References are included and provide appropriate information that enables the reader to locate the
original source • Citations and references must follow the formatting instructions found in the JWMI Writing
Standards Guide. Check with your professor for any additional instructions.
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 5 of 6
RUBRIC - Assignment 3: Using a Talent Matrix
CRITERIA Honors High Pass Pass Low Pass Unsatisfactory
1. Create Talent Engagement Chart with 4-6 employees and define the values you will use to assess your employees. Weight: 25%
Creates a Talent Engagement Chart with 4-6 employees and excellently defines the values you will use to assess your employees.
Creates a Talent Engagement Chart with 4-6 employees and fully defines the values you will use to assess your employees.
Creates a Talent Engagement Chart with 4-6 employees and adequately defines the values you will use to assess your employees.
Creates a Talent Engagement Chart but includes too few employees or does not fully explain the values you will use to assess employees.
Does not create a Talent Engagement Chart with 4-6 employees. Does not define the values you will use to assess your employees.
2. Assign each employee to a Positioning quadrant. Weight: 15%
Assigns all of the employees to a Positioning quadrant and provides an excellent 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 but does not provide much variety of types.
Assigns some but not all of the employees to a Positioning quadrant.
Does not assign each employee to a Positioning quadrant.
3. Write an assessment for each employee, explaining clearly why you placed each one in the particular quadrant. Weight: 25%
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.
Writes a good assessment for all employees, with thoughtful analysis 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 an assessment for some but not all employees, or provides a poor explanation of why you placed each one in the particular quadrant.
Does not write an assessment for each employee, explaining clearly why you placed each one in the particular quadrant.
4. For each employee, indicate your plans for managing them in the future. Weight: 25%
Writes an excellent description of plans for management of each employee in the future, with good analysis and logical reasons for the plan.
Writes a good description of your plans for their future management of each employee in the future, with logical reasons for the plan.
Writes a satisfactory description of plans for future management of each employee in the future.
Indicates plans for management of some but not all of the employees in the future.
Does not indicate plans for future management of any of the employees in the future.
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 6 of 6
CRITERIA Honors High Pass Pass Low Pass Unsatisfactory
5. Clarity, Logic, Writing Mechanics, and Grammar Weight: 10%
Minimal minor mechanical errors; writing is excellent and succinct, with a clear, coherent flow; student follows formatting instructions.
Few mechanical errors; writing is good with a clear and coherent flow; student follows formatting instructions.
Some mechanical errors; writing is adequate has a clear flow; student follows formatting instructions.
Mechanical errors; writing has an unclear flow; student does not fully follow formatting instructions.
Mechanical errors; writing has an unclear flow; student fails to follow formatting instructions.
Assignment3.pdf
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 1 of 6
Assignment 3: Using a Talent Matrix
Weight: 15% Due: Sunday, Midnight of Week 7 INTRODUCTION
Jack Welch believed that effective talent management requires you to divide up your people into three levels: the top 20%, the middle 70%, and the bottom 10%. He used this approach to identify high performers — or top talent — and provide them with challenging professional assignments early in their careers.
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 tool enables managers to assess employee performance and alignment with the core values of the organization, and to identify areas for professional development.
This exercise is designed to give you practical experience in using a Talent Matrix to differentiate employees and to make plans for the future in terms of the leadership potential of members of your team.
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 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 2 of 6
One tool used to support the Welch approach to talent management is a matrix based on four different combinations of performance and values. To prepare for this exercise, look carefully at the Four Quadrants Matrix above; then review sample Talent Engagement Chart and Rationale below. Note how the Rationale statement describes 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.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
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
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
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 3 of 6
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 into 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.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - INSTRUCTIONS
Use the Four Quadrants Matrix above as a framework to assess your direct reports in your current workplace. If you have no direct reports, use a group of individuals with whom you are familiar. If you have no direct reports, use some individuals with whom you are familiar. Follow the steps below to complete your employee assessment activity.
Step 1: Create your Talent Engagement Chart
o Create a Talent Engagement Chart like the sample provided in this assignment, with a row for each employee.
o Include 4 to 6 employees from your workplace in your chart, using first names only o List and clearly define the core values you will use to assess your employees o For each individual, create a row in the chart
Step 2: Assess your Employees
Select one Quadrant for each employee and indicate the Type that you chose in the Positioning column. Think carefully about the core values of your company and use them to assess the placement for each of the employees. Make notes about the reasons for your choices.
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 4 of 6
Step 3: Write your Rationale
Based on your notes, write a Rationale statement of 4 to 6 paragraphs. For each employee:
o Explain why you positioned them in the selected quadrant o Assess their work and describe how well they align with the core values o Identify areas for improvement or professional development o Indicate your plans for managing the employee in the future
Note: In writing your Rationale, use the sample statement provided in this assignment as a guide.
Step 4: Create your Assignment Document.
Use the format below to organize your work into the final assignment document:
Introduction § Briefly explain the purpose of the overall Talent Engagement exercise. § Describe the company’s core values that you will use to assess your employees.
Chart § Include your Talent Engagement Chart here. Use the sample chart provided in this
assignment as a model for your chart format.
Rationale Statement § Include your Rationale Statement of 4 to 6 paragraphs here.
FORMATTING REQUIREMENTS
• Uses a double-spaced, professional font (Times New Roman or Arial), 10-12 font size • Includes a Cover page containing the title of the assignment, your name, professor’s name, and
the course title and date • Includes a Talent Engagement Chart, with a row for each employee • Includes a Rationale statement of 4 to 6 paragraphs • The assignment is written in a formal manner, with correct spelling and grammar • References are included and provide appropriate information that enables the reader to locate the
original source • Citations and references must follow the formatting instructions found in the JWMI Writing
Standards Guide. Check with your professor for any additional instructions.
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 5 of 6
RUBRIC - Assignment 3: Using a Talent Matrix
CRITERIA Honors High Pass Pass Low Pass Unsatisfactory
1. Create Talent Engagement Chart with 4-6 employees and define the values you will use to assess your employees. Weight: 25%
Creates a Talent Engagement Chart with 4-6 employees and excellently defines the values you will use to assess your employees.
Creates a Talent Engagement Chart with 4-6 employees and fully defines the values you will use to assess your employees.
Creates a Talent Engagement Chart with 4-6 employees and adequately defines the values you will use to assess your employees.
Creates a Talent Engagement Chart but includes too few employees or does not fully explain the values you will use to assess employees.
Does not create a Talent Engagement Chart with 4-6 employees. Does not define the values you will use to assess your employees.
2. Assign each employee to a Positioning quadrant. Weight: 15%
Assigns all of the employees to a Positioning quadrant and provides an excellent 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 but does not provide much variety of types.
Assigns some but not all of the employees to a Positioning quadrant.
Does not assign each employee to a Positioning quadrant.
3. Write an assessment for each employee, explaining clearly why you placed each one in the particular quadrant. Weight: 25%
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.
Writes a good assessment for all employees, with thoughtful analysis 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 an assessment for some but not all employees, or provides a poor explanation of why you placed each one in the particular quadrant.
Does not write an assessment for each employee, explaining clearly why you placed each one in the particular quadrant.
4. For each employee, indicate your plans for managing them in the future. Weight: 25%
Writes an excellent description of plans for management of each employee in the future, with good analysis and logical reasons for the plan.
Writes a good description of your plans for their future management of each employee in the future, with logical reasons for the plan.
Writes a satisfactory description of plans for future management of each employee in the future.
Indicates plans for management of some but not all of the employees in the future.
Does not indicate plans for future management of any of the employees in the future.
JWI 521: Recruit, Develop, Assess, Reward, Retain Assignment 3
© 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 521 Assignment 3 (1236) Page 6 of 6
CRITERIA Honors High Pass Pass Low Pass Unsatisfactory
5. Clarity, Logic, Writing Mechanics, and Grammar Weight: 10%
Minimal minor mechanical errors; writing is excellent and succinct, with a clear, coherent flow; student follows formatting instructions.
Few mechanical errors; writing is good with a clear and coherent flow; student follows formatting instructions.
Some mechanical errors; writing is adequate has a clear flow; student follows formatting instructions.
Mechanical errors; writing has an unclear flow; student does not fully follow formatting instructions.
Mechanical errors; writing has an unclear flow; student fails to follow formatting instructions.