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Jon Stephenson
https://uk.linkedin.com/in/stephensonjon
Talent Management – give it the High Five!
• Grow your own wherever possible – but also bring in fresh blood to continue raising standards
• Use a 9-box Talent Management grid to categorise your people – see next slide
• Rate their current performance levels against the required standards:
 Low – not achieving some, or any, of them
 Medium – meeting all, and possibly exceeding some, of them
 High – exceeding all, or most, of them
• Assess their future potential:
 Low – unlikely to progress past their existing grade
 Medium – likely to step up one or two grades
 High – very likely to move up at least two grades
• Run it as a peer group comparison exercise facilitated by HR
– to ensure consistency and signpost cross-departmental opportunities
• Be objective, transparent, and pragmatic with your feedback
– back it up with evidence and examples, not hearsay and/or gut feelings
• Agree a clear set of actions and repeat the exercise regularly
– at least quarterly, but don't wait until the next session to surface issues
Jon Stephenson
https://uk.linkedin.com/in/stephensonjon
Talent Management – give it the High Five!
High
Fivers
High
Nooners
High
Jumpers
High
Achievers
High
Fivers
High
Flyers
High
Achievers
High
Nooners
H
M
L
L M H
POTENTIAL
PERFORMANCE
High
Fivers
Talent Management – give it the High Five!
Jon Stephenson
https://uk.linkedin.com/in/stephensonjon
• The sky's the limit for them and their achievements
• Light the fuse and watch their careers rocket
• Don't be surprised if they don't stay around too long!
• Stronger performers with potential to achieve even more
• Give rewards, recognition, and development
• They should become future leaders in your organisation
• The crucial lifeblood and heartbeat of your organisation
• Keep them happy, engaged, and motivated
• They provide the continuity that allows others to thrive
• They might have potential, but they are underperforming
• Help them to either move up or move on
• Heading for a showdown – this is their last chance saloon
• The bar’s too high for them, so don’t lower your standards
• It’s about time they were shown the door
• Focus your energies on people who can make a difference

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Talent Management - give it the high five!.pptx

  • 1. Jon Stephenson https://uk.linkedin.com/in/stephensonjon Talent Management – give it the High Five! • Grow your own wherever possible – but also bring in fresh blood to continue raising standards • Use a 9-box Talent Management grid to categorise your people – see next slide • Rate their current performance levels against the required standards:  Low – not achieving some, or any, of them  Medium – meeting all, and possibly exceeding some, of them  High – exceeding all, or most, of them • Assess their future potential:  Low – unlikely to progress past their existing grade  Medium – likely to step up one or two grades  High – very likely to move up at least two grades • Run it as a peer group comparison exercise facilitated by HR – to ensure consistency and signpost cross-departmental opportunities • Be objective, transparent, and pragmatic with your feedback – back it up with evidence and examples, not hearsay and/or gut feelings • Agree a clear set of actions and repeat the exercise regularly – at least quarterly, but don't wait until the next session to surface issues
  • 2. Jon Stephenson https://uk.linkedin.com/in/stephensonjon Talent Management – give it the High Five! High Fivers High Nooners High Jumpers High Achievers High Fivers High Flyers High Achievers High Nooners H M L L M H POTENTIAL PERFORMANCE High Fivers
  • 3. Talent Management – give it the High Five! Jon Stephenson https://uk.linkedin.com/in/stephensonjon • The sky's the limit for them and their achievements • Light the fuse and watch their careers rocket • Don't be surprised if they don't stay around too long! • Stronger performers with potential to achieve even more • Give rewards, recognition, and development • They should become future leaders in your organisation • The crucial lifeblood and heartbeat of your organisation • Keep them happy, engaged, and motivated • They provide the continuity that allows others to thrive • They might have potential, but they are underperforming • Help them to either move up or move on • Heading for a showdown – this is their last chance saloon • The bar’s too high for them, so don’t lower your standards • It’s about time they were shown the door • Focus your energies on people who can make a difference