Talent rating for the knowledge industry cannot be done on the linear scale of 1-2-3-4-5. The difference a good talent can make compared to an average one is exponential – be it quality, quantity or impact. Therefore, such talent must also be rated on an exponential scale. I call it my 1-3-9 system. Let’s dive deeper.
Rating 1: Someone who can work diligently under guidance or instruction from a supervisor. Many fresh talents will start here, but you cannot let them stay here for long. This is a very comfortable zone, and if you let people depend upon supervisory or peer help, they will stay there for life. I recommend this as a placeholder position from where one should either move up, or out.
Rating 3: This rating is for the average performer – someone who can perform his job role without any external stimulus – consistently and professionally. They generally won’t take additional ownership or responsibility beyond their assigned task, but are happy to cooperate in a pressing situation.
They love the so-called work-life balance, have a good grip on their area of expertise, and keep working on their core skills to survive at work.
This will make the bulk of the workforce.
Rating 9: These are the rockstars of the company, as they not only do their job well, but they show exceptional leadership to take ownership. These are the members who pull the company with their passion and commitment.
They have an exceptional talent of creating new talent (through training, mentorship, guidance) and inspire them.
So, without the 9s, it is difficult to pull the 1s to 3s.
How to use this rating?
It is very simple to do this rating (need help – self sufficient – talent builder). So it does not take much time, and generally cannot be debated upon much.
You can also find your team average. And also set the team/department leads’ target to improve the overall average. It is also useful to identify if you can add fresh interns in the team to learn and grow? If you don’t have 9s, and you are putting raw talent in the team, things won’t move.
You can also set pay-bands using this model, as pay should be linked to capability/contribution and not just time spent in the company.
This is not the only system I use, but this is one of those which I use in conjunction with many other simple tools to manage my team in terms of rewards, mentorship, promotion, training, or letting go.
What do you think about it? How would you improve on this? Do share your views.