The third quarter is a time for planning and forecasting. As managers prepare for the upcoming year, understanding the talent landscape is critical.
With the Truvelop app, managers have nearly a year’s worth of performance reviews, and a dashboard of grades for each employee providing a snapshot of the strengths and opportunities that exist. If two-way communication was facilitated well, documented comments and Sparks among employees could provide additional details to develop an accurate analysis of the talent base.
With all of this data, leaders could assume that managers have what they need to analyze their team and plan for the new year. While this assumption could be true, the reality is that many managers were never trained to be managers and can struggle to understand how to analyze their talent and cultivate them accordingly.
This is where Truvelop’s Management Cue Cards come in to play. Truvelop is not only a performance management app, but also a management coaching tool. The Cue Cards help managers understand the scores for each employee and how to engage with them to maximize potential.
Here are several ways managers can evaluate employees based on their score in the Truvelop app:
- A+ team members are exceptional contributors who drive productivity and team morale. Taking them for granted without any acknowledgment of their value would be a huge mistake. The war on talent is stronger than ever so A+ team members will certainly attract attention from other companies. As the year winds down, managers will want to talk with these employees about their goals and opportunities for growth. Develop a plan for supporting their aspirations and goals to keep them engaged and motivated.
- B employees are rising and steady performers with the potential to contribute at a higher level. This team member should be nurtured for future growth. Managers can motivate B team members by soliciting them for advice, feedback and input on projects. Engage these team members by creating individual development plans to help them develop the skills needed to achieve their career goals.
- C team members are lagging performers requiring direction and education. They shouldn’t be discarded, but instead, they should be encouraged to recognize ways they are struggling and opportunities for improvement. These employees would benefit from the creation of specific goals with a defined timeline to benchmark progress. Asking questions and opening the lines of communication can help managers understand each employee’s unique obstacles. Expectations should be clearly outlined and frequently monitored in the coming months.
- Failing – or Replacement Players – pose a real risk to a team and organization. Failure to appropriately address issues associated with Replacement Players can foster resentment, mixed messages, and a lack of accountability throughout your scope of influence and the entire organization. Despite a detailed performance improvement plan, and consistent, frequent communication, an employee’s attitude or performance issues may be so high that regardless of the team member’s potential, they must be removed from the organization.
While the end of the year is a time for planning and provides managers with the opportunity to evaluate their talent landscape to determine their capacity to achieve organizational goals, analysis of employee performance should be conducted year-round.
Identifying opportunities for motivation or advancement, or those struggling to perform as expected can result in expensive – and at times, unnecessary – turnover.