Talent Engagement

JWI 520: People Management
Academic Submissions and Evaluations

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 520 – Assignment 4

(1178) Page 1 of 4

Assignment 4: Talent Engagement Exercise

Introduction

Part of the power of understanding your top employees as “Talent” is the ability to assess their
potential in light of their performance and values. The use of a simple Talent matrix can make
the assessment process very powerful. This process also helps you to analyze your team and to
plan for management of each employee in the future.

Jack Welch believes that effective talent management requires you to divide up your people into
three levels: the top 20%, the middle 70%, and the bottom 10%. It is important to provide
leadership development options to the top 20% of employees early in their careers, since they
will be your future leaders.

Type 1:

High Performance,

High Values

Type 4:

High Performance,

Low Values

Type 2:

Low Performance,

Low Values

Type 3:

Low Performance,
High Values

JWI 520: People Management
Academic Submissions and Evaluations

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 520 – Assignment 4 (1178) Page 2 of 4

One tool used to support the Welch approach to talent management is a matrix based on four
different combinations of performance and values. Look carefully at the Four Quadrants Matrix
above and note the type of employee who fits in each quadrant.

Instructions

Use the Four Quadrants Matrix above as a framework to assess some direct reports in your
workplace. If you have no direct reports, use some individuals with whom you are familiar.
Create a Talent Engagement Chart like the one below, with a row for each employee. As an
Introduction, provide the definition of the values that you are using to assess the individuals.

• Include 4 to 6 employees in your chart

• Use first names only and change the names if you wish

• For each individual, create a row in the chart

Your task is to select one Quadrant for each employee and to indicate the Type that you chose
in the Positioning column. Then write a Rationale statement of 4 to 6 paragraphs, explaining
why you positioned each person in the selected quadrant and indicating your plans for
managing them in the future. Record your findings using the format shown in the example
below, which is provided to guide you in this exercise.

This exercise is designed to give you practical experience in using the Four Quadrants Matrix to
differentiate your employees and to make plans for managing your employees in the future. Be
sure to include citations in your work.

Talent Engagement Chart (example)

Employee Positioning

Katelyn Type 1: High Values, High Performance

Jacquelyn Type 1: High Values, High Performance

Shannon Type 3: Low Performance, High Values

Sabrina Type 3: Low Performance, High Values

Cherie Type 4: High Performance, Low Values

Glenn Type 2: Low Values, Low Performance

JWI 520: People Management
Academic Submissions and Evaluations

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 520 – Assignment 4 (1178) Page 3 of 4

Rationale (example)

Katelyn and Jacquelyn are both incredibly ambitious and talented, and I consider them to be the
top talent on this team. They are always over-delivering on their goals and looking for ways to
learn more. They are keen to take on new challenges and to experience different roles. I think it
will be important to challenge them and to give them some management type experience by
putting them in charge of a project or a small team in the near future.

Sabrina and Shannon are both well aligned to the team in terms of their values, but they are
currently not performing up to their potential. Both of these employees have the ability to be
valuable employees, but they are not highly passionate in their current roles. Sabrina has been
with the team less than a year; she is still learning and not positioned exactly right at this point.
She does not yet have the confidence to perform up to her potential. I believe that, in time, she
will gain confidence, improve her performance, and make it to the next level.

Shannon is more experienced than Sabrina; she needs an extra push sometimes, but she is
fully capable of doing a great job. She is a steady worker, but she is not performing up to her
potential. She is coasting along and doesn’t seem to care about getting to the next level. I
believe the key to enhancing her career is finding a different role for her, something that will
engage her interest and use her skills better.

Cherie has been doing purchasing and vendor relations for the team for 4 years now; she is
efficient and productive in all aspects of the job. However, she can be brusque with her co-
workers and never participates in office events. She shows little interest in professional
development opportunities that are offered to her. She attends team meetings but rarely offers
any contributions to team discussions. I became her manager 6 months ago. I have given
feedback in her recent performance review about the behavior changes I am looking for. If I do
not see significant changes in behavior within the next six months, I will not wish to keep her on
the team.

Glenn was assigned to my team 9 months ago, to provide data analysis in support of team
activities. He is often late in to the office and sometimes leaves early, without informing me or
providing any reason. He does the minimum amount of work needed to fulfill the tasks that I
assign to him. At our month 3 and month 6 review meetings, I was candid with Glenn about
these issues and told him I would be looking for more focus and accountability from him in the
months ahead, but I have seen no change. So I believe it is time to let go of this employee, and
I have a meeting with HR next week to discuss the next steps to put this decision into effect.

JWI 520: People Management
Academic Submissions and Evaluations

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 520 – Assignment 4 (1178) Page 4 of 4

RUBRIC – Assignment 4: Talent Engagement Exercise

CRITERIA Unsatisfactory Low Pass Pass High Pass Honors
1. Create Talent
Engagement Chart
with 4-6 employees.

Weight: 20%

Does not create a
Talent
Engagement Chart
with 4-6
employees.

Creates a Talent
Engagement
Chart but
includes too few
employees or
does not follow
the chart format
correctly.

Creates a Talent
Engagement
Chart with 4-6
employees and
the chart is
adequately
formatted.

Creates a Talent
Engagement
Chart with 4-6
employees and
the chart is well
formatted.

Creates a Talent
Engagement Chart
with 4-6 employees
and the chart is
excellently
formatted.

2. Assign each
employee to a
Positioning
quadrant.

Weight: 20%

Does not assign
each employee to
a Positioning
quadrant.

Assigns some
but not all of the
employees to a
Positioning
quadrant.

Assigns all of the
employees to a
Positioning
quadrant but
does not provide
much variety of
types.

Assigns all of the
employees to a
Positioning
quadrant and
provides some
variety of types.

Assigns all of the
employees to a
Positioning
quadrant and
provides an
excellent variety of
types.

3. Write an
assessment for
each employee,
explaining clearly
why you placed
each one in the
particular quadrant.

Weight: 25%

Does not write an
assessment for
each employee,
explaining clearly
why you placed
each one in the
particular
quadrant.

Writes an
assessment for
some but not all
employees, or
provides a poor
explanation of
why you placed
each one in the
particular
quadrant.

Writes a
satisfactory
assessment for
all employees
and explains
clearly why you
placed each one
in the particular
quadrant.

Writes a good
assessment for all
employees, with
thoughtful
analysis of why
you placed each
one in the
particular
quadrant.

Writes an excellent
assessment for all
employees, with
thorough review of
past performance
and analysis of why
you placed each
one in the particular
quadrant.

4. For each
employee, indicate
your plans for
managing them in
the future.

Weight: 25%

Does not indicate
plans for future
management of
any of the
employees in the
future.

Indicates plans
for management
of some but not
all of the
employees in the
future.

Writes a
satisfactory
description of
plans for future
management of
each employee
in the future.

Writes a good
description of
your plans for
their future
management of
each employee in
the future, with
logical reasons for
the plan.

Writes an excellent
description of plans
for management
of each employee
in the future, with
good analysis and
logical reasons for
the plan.

5. Clarity, Logic,
Writing Mechanics,
and Grammar

Weight: 10%

Mechanical errors;
writing has an
unclear flow;
student fails to
follow formatting
instructions.

Mechanical
errors; writing
has an unclear
flow; student
does not fully
follow formatting
instructions.

Some
mechanical
errors; writing is
adequate has a
clear flow;
student follows
formatting
instructions.

Few mechanical
errors; writing is
good with a clear
and coherent
flow; student
follows formatting
instructions.

Minimal minor
mechanical errors;
writing is excellent
and succinct, with a
clear, coherent
flow; student
follows formatting
instructions.