Measuring Employee Performance

High Job Competence and High Behaviors. Employees in the far upper right hand corner represent our “A” players. Exhibiting an ideal combination of high Job Competence and high Behaviors, these contributors set a good example for other employees, mentor others and are predominantly self-managed. Still, we need to make sure they receive the message that we appreciate their contributions, value having them as part of our team and check for continued engagement. Our research indicates approximately 10% of employees fall into this category.

Mid-Level Upper Right Performers are basically solid contributors. If given a letter grade these employees would receive a B+, B or B-. Our research indicates that 55-65% of employees fall into this category. We want to figure out how to accelerate their development. Generally, they fit one of the following categories/scenarios:

  1. Have room for more growth and development. They have more potential to grow, and want to. If they aren’t given ample opportunity to do so they will either get bored (in which case behaviors may slip) or they leave.
  2. *Have reached their full/maximum potential and if we tried pushing them further they would be less successful in their role.
  3. *Does not want to (or cannot) take on more than what they are currently doing. For ex- ample, a nurse who works three evening shifts and has three young children and makes the schedule work between herself and her spouse’s work hours.

*Exception: As is the case in most organizations today, the scope of the job responsibilities can change and new skills may need to be acquired to meet more demanding goals and objectives. When this is the case we may need team members to further their con- tributions. Because we can’t always let employees ‘stay where they are’ without growing their skills, it is important that we work with these employees to help them gain the new skills necessary for their newly expanded job responsibilities. In cases where the need outweighs the employee’s capabilities, you might find yourself faced with the need to replace the employee with someone who has greater capacity to fill the redefined job role.

Mid-Level Upper Right Performer Summary: It’s important to recognize the types of mid-level performers in our organization/teams because their needs vary. Take the time to get to know your employees, their interests and needs and meet them where they are to help them continue to stay in the upper right hand corner.