In an ideal world, at every moment in time, we’d want to have insight on the following for our talent:
Flight risk: How loose in seat are they?
Impact: What is the level of impact losing this person would be to the org—whether it’s on execution, morale, skillset, necessary historical context, etc.
Performance rating: How you would rate their current performance? Potential rating: What you anticipate for their potential of growth and impact? This may be informed by past work, proactiveness, attitude, etc. Management potential: Employees who we think have people management potential, who we should flag as a successor for future roles. Retention levers: What matters most to the employee right now? What lever(s) do we need to pull to retain?
You can customize any of the following, but I’ve added a couple frameworks as a starting point.
🛠️ Retention levers
After assessing an employee’s flight risk—and if they are a top performer and/or someone with high impact—who we wouldn’t want to lose, it’s important to have a good sense of what is most important to the employee to keep them engaged. Use the button below to add any other retention levers.
Here are the most common levers I’ve seen to retain an employee:
📉 Managing low performers
Once we notice an employee’s performance is off track, it’s important to make sure we’re actively coaching, monitoring, and managing the employee’s performance. Here’s a basic framework of what stages you and a manager may engage in once we notice an employee’s performance is off track. I’ve assigned progress percentages to what stage a low performer may be in, but feel free to customize however is fitting for your company.
Performance management stage
⭐ Performance & potential ratings
Most companies use performance and potential as the two dimensions they’ll assess for an employee. If you run your calibration / performance cycle in another tool, you can easily copy/paste from an excel or CSV into this doc.
Otherwise, here is a basic framework of how you may assess performance and potential for an individual.
Performance: this is the “look back” on what & how the employee has delivered. Over the last quarter, 6 months, 1 year (whatever your performance review cycle may be), what was the individual’s performance? Are they below, at, or above expectations of their level or job description? Potential: this is what we anticipate the individual’s growth to be in the future. This rating will likely be informed by how the individual has been performing so far, their proactiveness, their attitude, and the particular strengths we may have noticed so far.
🕵️♂️ Biases to be mindful about—and to constantly reinforce whenever running through an exercise like this.
It’s incredibly important to be thoughtful about about what unconscious biases may creep into play when we think about an individual’s performance and impact. Here are common biases to watch out for*:
*this is a general pool of biases I’ve seen in previous experiences, and from online research