Performance reviews tell you how well someone is doing their job, but they fail to reveal whether people are in the right jobs. This is especially problematic for average performers—those not yet skilled and knowledgeable enough to be high potentials, but not poor enough to need focused supports or even to be let go. Don't let these 'middle of the roadl' folks limp along in roles that are not right for them. Instead, consider "fit tests" at regular intervals that compare people's strengths and interests with their current job descriptions. For example, is someone in your school teaching a regular grade 5 class, but better suited for a special education role? Is someone teaching older students who would be more effective with younger students because their talents could really help young children? Trust your instinct if you sense there's a mismatch, and be honest. Discuss it with them and get their perspective. You might help average employees become stars.
Thursday 8 December 2011
The Right People in the Right Seats
As a leader, how do you get the right people in the right seats?
Performance reviews tell you how well someone is doing their job, but they fail to reveal whether people are in the right jobs. This is especially problematic for average performers—those not yet skilled and knowledgeable enough to be high potentials, but not poor enough to need focused supports or even to be let go. Don't let these 'middle of the roadl' folks limp along in roles that are not right for them. Instead, consider "fit tests" at regular intervals that compare people's strengths and interests with their current job descriptions. For example, is someone in your school teaching a regular grade 5 class, but better suited for a special education role? Is someone teaching older students who would be more effective with younger students because their talents could really help young children? Trust your instinct if you sense there's a mismatch, and be honest. Discuss it with them and get their perspective. You might help average employees become stars.
Performance reviews tell you how well someone is doing their job, but they fail to reveal whether people are in the right jobs. This is especially problematic for average performers—those not yet skilled and knowledgeable enough to be high potentials, but not poor enough to need focused supports or even to be let go. Don't let these 'middle of the roadl' folks limp along in roles that are not right for them. Instead, consider "fit tests" at regular intervals that compare people's strengths and interests with their current job descriptions. For example, is someone in your school teaching a regular grade 5 class, but better suited for a special education role? Is someone teaching older students who would be more effective with younger students because their talents could really help young children? Trust your instinct if you sense there's a mismatch, and be honest. Discuss it with them and get their perspective. You might help average employees become stars.
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