Talking to your team on talent ratings
Posted by
One of the reasons that many managers dread the annual talent process is that they know it also may be followed by a conversation with team members about the outcome. And if you’re expecting a “happy” conversation with one of a team of ten who has a great rating, but that you’re going to hack off the other nine, it’s easy to see why!
It’s probably not an option not to have these conversations – so what can you do to positively influence your team and make some of those difficult conversations easier?
- Understand the basis of the decision and ensure it’s as factual as possible.
There are two dangerous ways that talent decisions are made in talent reviews – either a “finger in the air” approach (i.e. there is no real criteria or the criteria is made up on the spot) or the person who most vehemently argues their point gets their way.
This leaves you in a position where it’s hard to explain or justify the rating. So make sure that you understand the criteria and that you’re applying it consistently. - Explain their rating using the potential criteria
If your team member disagrees with their talent rating, feeling they have more potential than they have been given credit for, you can use the criteria to explain the decision, so that they understand why they are rated as they are. This gives them a direction to pursue to influence the way they are seen.
For example if they are not seen as having strong potential because they don’t drive their own development but expect others to orchestrate this – that is something they can influence. Or if they are not seen as positive in supporting change, again, this is behaviour they can change. If they want to progress fast but are not prepared to pay the price ticket of moving to where the opportunities are – they might, after discussion realise that they don’t want to change this decision, and that their lack of mobility does have an influence on their career. They might need to focus on how to add value and expand their current role, perhaps taking on national responsibilities that involve travel – or they might say – my home life will support moves in a few years time, and I’m happy to wait until then. A career lasts for 45-50 years – you don’t have to have your foot on the accelerator the whole time! - Give them permission to challenge
Whilst it is highly likely that the decision will be made by the time you have the conversation with your team member, encourage them to present you with evidence as to why the decision was flawed. If they disagree with the rating, one of two things is going to happen:
- They will either try to prove their point and fail (the rating was correct); or
- They will demonstrate to you that they are better than you – or the process – thought
This has the effect of helping to bring them on board, and gives you both a way of collecting and using the ammunition to start to change the organisations perception of them in-year or, worse case scenario, next year.
The difference is that the person now feels that they have you as an ally, fighting their corner. And aside from formally organised activities, there is nothing to stop you getting them extra development to support their ambitions. Helping them gain exposure to senior people, work with a mentor, undertake training programmes or tracking achievements on important projects etc. – these are all things you could help them with. - Remember that where they are NOW isn’t really that important anyway
The rating may influence things like the short-term succession plan and a few formal talent processes, but really where your team member is right now in terms of their potential is insignificant. The key issue – and question – is where on a development nine box grid would your team members LIKE to be?
If they want to be seen to be in a higher category than they are at the moment, their focus should be on how they make that journey and how you can help them. Despite all of the talent processes in the world – if a member of your team puts in lots of time to develop and they start to improve their results, no one is going to ignore that; they will start to think about how they can help that person to move forward in the organisation. - Help them raise their game ahead of the next talent process being run
One of the ways you can help your team members is to focus on building their visibility and reputation ahead of the next talent review. The greater the number of people at that meeting who know who they are and understand their capability and contribution, the more positive the evaluation will be. With that in mind ask yourself questions like:
- Who do they need to impress – who are the people who make the decision?
- What work is the team member doing (or could do) that will help them to impress?
- How visible are their successes – and how can you make them more visible?
- Should they be contributing to an article on a company newsletter?
- Can they present to the Director’s team?
- Can they show great organisation and leadership skills by initiating and organising a social?
Find ways you can help them to get positively noticed by the people who will be present in talent discussions.
TAKE AWAY
Make sure that you’re really clear on your understanding of why the team member has been rated in a particular category. Then listen to their challenges and share information with them. Finally, focus on what they want to do about the perception of them. Are they happier with their rating now they understand it – or do they want to take action to build their reputation and make their talent visible?