Talent Groups

Managing Talent Groups

DecisionWise provides a complete picture of each candidate's ability to deliver results, build relationships, and progress. We see performance as more than the ability to achieve operational results. It includes a picture of what gets done, as well as how it gets done. We then look at individuals' future potential for growth.

High Potentials

In every organization there are a few raising stars. Regardless of title, they show the potential to be future leaders in the organization. They bring up new ideas and create opportunities. They bring competency and raw talent that still needs to grow and mature. They are eager to learn, and willing to take risks. They want to grow and be successful, and they work well with others. These people make up the organization's High Potential pool. They lead innovative projects, improve existing processes, establish networks and relationships, and bring energy, enthusiasm, and growth.

Often, the critical value of High Potentials is undervalued, even ignored. These valuable employees may even leave the organization in search of opportunity elsewhere. High Potentials are your Super-Keepers- the people the organization goes out of their way to invest in. They must be given growth opportunities and challenging assignments. Assign them a mentor, give them access to other functions, expose them to customers. When High Potentials see a path to realize their goals in your organization they will remain actively engaged.

    Results Focus: Med-High
    People Skills: Med-High
    Growth Potential: High

Top Performers

In every organization there are a handful of individuals that make a big difference. They are the MVPs of the organization, making the big plays. They are at the top of their game, and they know it. They are comfortable being a Top Performer. They want to continue doing what they are currently doing so well. They are counted on to deliver superior results. They are reliable and have earned the respect of others. Top Performers influence important decisions, make significant contributions, and motivate others to achieve.

Over time, the important contribution of Top Performers may be taken for granted. Ensure that they feel valued, developed, challenged, and recognized, and reward as Top Performers.

    Results Focus: High
    People Skills: High
    Growth Potential: Low-Med

Strong & Steady

At the core of most organizations are the Strong and Steady. These are the organization's solid citizens— the loyal workers providing a solid foundation of knowledge, skills, and experience. They play an important role in defining standard practice, common knowledge, and core competence. These are the people that keep the operations going. They serve the customer, both internally and externally.

Strong and Steady employees are loyal workers. They are generally in it for the long-term, so long as their basic needs are met. They need good management, fair policies, clear direction, and the necessary tools and training to keep going. Engage the Strong and Steady employees to contribute their best at work. Develop their skills through regular training, coaching, and feedback.
    Results Focus: Med
    People Skills: Med
    Growth Potential: Low-Med

Low Performers

Every organization has some members that are not performing well. They struggle with the current responsibilities. Their challenges can be with the work itself, their relationships with others, or both. If their problem is with delivering results, it may be that their work is low quality or their level of output is unacceptable. If their problem is with building relationships of trust, it may be that they are unable or unwilling to collaborate.

Often, Low Performers are aware of the situation and feel stuck in a rut. Being labeled a “Low Performer” may be useless to the person, but providing options may help them decide how to make progress. Sometimes, Low Performers are simply unaware of their situation. They do not know they are underperforming, or may not understand how their behavior impacts others in the organization.

It is in the best interest of all parties to resolve a Low Performer's situation. The three approaches to resolve a Low Performer's situation are:
  • Improve performance in the current job
  • Find a better fit within the organization
  • Leave the organization
A Low Performer may overcome the current challenges, make a turn-around, and go on to achieve great success. A person may fall into the Low Performer category in one job and flourish in another position better suited to their skills and interests. If the first two approaches won't solve the situation, terminating the relationship is also a good alternative that provides both parties new opportunities.
    Results Focus: Low-Med
    People Skills: Low-Med
    Growth Potential: Low
    Through the DecisionWise Talent Map process, we help you identify these groups of talent, then provide options for helping these employees deliver to their potential.