I need your help
JWI 521: Recruit, Develop, Assess, Reward, Retain
Sample Talent Engagement Chart and Rationale
© 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 521 – Sample Talent Engagement Chart and Rationale (1236) Page 1 of 2
Overview of the Talent Matrix Tool
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 Talent Matrix tool can make the
assessment process very powerful.
The Talent Engagement Chart is used to provide a snapshot of the performance of your
employees, as well as their alignment with the organization’s mission and values. The
accompanying Rationale statement describes in more detail each employee’s performance and
level of alignment with the company’s core values, and also indicates the manager’s plans for
supervising each employee in the future.
Sample Talent Engagement Chart
Employee Type
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
Sample Rationale
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.
JWI 521: Recruit, Develop, Assess, Reward, Retain
Sample Talent Engagement Chart and Rationale
© 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 521 – Sample Talent Engagement Chart and Rationale (1236) Page 2 of 2
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 into 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.
* * * * * * * * * * * * * * * *
