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Talent Grid

The document presents a talent grid that categorizes employees into different levels of potential and performance. It places employees into nine categories: Resource (High Professional), High Potential (High Achiever), Asset, Resource (Essential Contributor), Resource (Critical Resource), High Potential (High Adapter), Concern, Concern (Underachiever), and Potential. For each category, it provides brief descriptions of employee characteristics and recommended actions for development or improvement. The grid is meant to help companies assess, develop, and manage talent across different levels of ability and achievement.

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82 views2 pages

Talent Grid

The document presents a talent grid that categorizes employees into different levels of potential and performance. It places employees into nine categories: Resource (High Professional), High Potential (High Achiever), Asset, Resource (Essential Contributor), Resource (Critical Resource), High Potential (High Adapter), Concern, Concern (Underachiever), and Potential. For each category, it provides brief descriptions of employee characteristics and recommended actions for development or improvement. The grid is meant to help companies assess, develop, and manage talent across different levels of ability and achievement.

Uploaded by

SkillGate Pvt Ltd
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Talent Grid

High Resource (High Professional) High Potential (High Achiever) Asset


• Consistently exceeds expectations • Consistently exceeds expectations • Consistently exceeds expectations
• A role model in the current job – knows it • Adapts well in most everything assigned and • Learns fast, is resourceful, and can get
extremely well performs with minimal support things done under tight deadlines and
• Has deep expertise within a functional area • Easily learns new skills in order to resources
• Values continuity and reliability outperform • Thrives when faced with new, ambiguous,
• Deals with ambiguity and complexity well and complicated business challenges
P • Ability and willingness to succeed in more
complex roles
• Demonstrated ability and willingness to
succeed in a variety of significantly more
S E complex roles and scope, and in major
W stretch assignments
U RH Action: Leverage Expertise Action: Groom for Stretch Role Action: Accelerate for Significant Movement
S FA Resource (Essential Contributor) Resource (Critical Resource) High Potential (High Adapter)
T T • Consistently meets, may sometimes exceed • Consistently meets, may sometimes exceed • Consistently meets, may sometimes exceed
O expectations expectations expectations
• Knows current job well • Understands and knows current job well • Addresses new challenges and assignments
A R& • Has a good understanding of a functional • Ability to assume new jobs/roles usually easily and adapts quickly
area those similar to the current position • Eagerly learns new competencies
I M • Ability to succeed in a more complex role is • May have the ability to take on more complex • Learns fast
H limited roles but this needs to be proven • Ability and willingness to succeed in a variety
N AO • Knows current job well and enhances skills of more complex roles and scope, and in
for current and future roles major stretch assignments
E NW Action: Sustain and Develop Action: Challenge & Test Action: Stretch for Varied Roles

D C Concern Concern (Underachiever) Potential


• Consistently not meeting performance • Consistently not meeting performance • Consistently not meeting performance
E standards
• Requires performance action
standards
• May be in the wrong job or a poor fit for the
standards
• May be in the wrong job or a poor fit for the
• Cannot adapt to new and different situations current situation current situation
• Unlikely to be successful in other roles • May have the potential to be successful in • Has the potential to perform and contribute to
the organization, but has not yet fully the organization
demonstrated it

Action: Improvement Plan Action: Reassess Future Action: Reposition for Success
Low
Depth / Breadth /
Too Soon
Less Learning Agile POTENTIAL More Learning Agile

Human Resources | Talent & Performance | TW 1


Talent Grid (Only Cell Headers)
High

Resource High Potential


Asset
P (High Professional) (High Achiever)
S E
W
U RH
S FA
T T
O
Resource Resource High Potential
A R& (Essential Contributor) (Critical Resource) (High Adapter)
I M
H
N AO
E NW
D C
Concern
E Concern Potential
(Underachiever)

Low

Depth / POTENTIAL Breadth /


Less Learning Agile More Learning Agile
Too Soon

Human Resources | Talent & Performance | TW 2

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