Talent Engagement Strategy Matrix

Talent Engagement Strategy Matrix

JWI 521: Recruit, Develop, Assess, Reward, Retain 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 521 – Sample Talent Engagement Chart and Rationale (1236) Page 1 of 2

Check tips on homework-help-services

Overview of the Talent Matrix Tool 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 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 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.

JWI 521: Recruit, Develop, Assess, Reward, Retain 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 521 – Sample Talent Engagement Chart and Rationale (1236) Page 2 of 2

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 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.