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How can Employee Relations professionals identify top talent using performance evaluations?

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Performance evaluations are a crucial tool for Employee Relations (ER) professionals to assess the strengths and weaknesses of their workforce, provide feedback and recognition, and plan for future development and succession. However, not all performance evaluations are created equal, and some may fail to capture the true potential and value of top talent. How can ER professionals identify top talent using performance evaluations? Here are some tips and best practices to consider.

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Anthony Jurich

1 Define top talent criteria

Before conducting or reviewing performance evaluations, ER professionals should have a clear and consistent definition of what constitutes top talent in their organization. Top talent may have different attributes depending on the industry, role, and culture, but some common factors are: high performance, high potential, high engagement, high alignment, and high impact. ER professionals should use these factors to create specific and measurable criteria for identifying and differentiating top talent from the rest of the workforce.

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ER professionals should always have a strong understanding of business needs and goals. During the performance management process, ER professionals should pay attention to a few key areas when discussing an employee's performance with the manager: - technical ability - strategic thinking - initiative - desire to learn new skills - communication - soft skills ER professionals should pay attention to employees who are currently viewed as top performers and have also historically been strong performers. ER professionals should work closely with management to develop career growth plans for those employees that address business needs and should work to understand what the employee views as the next step in their career.

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2 Use multiple sources of data

Performance evaluations should not rely solely on the ratings and comments of one supervisor or manager, as they may be biased, incomplete, or inaccurate. ER professionals should use multiple sources of data to get a holistic and objective view of the employee's performance, such as: self-assessments, peer feedback, customer feedback, 360-degree feedback, performance metrics, and behavioral indicators. These sources of data can help ER professionals validate, triangulate, and contextualize the information they receive from the performance evaluations.

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3 Look beyond the numbers

Performance evaluations often use numerical scales or rankings to measure and compare the employee's performance against predefined standards or goals. However, these numbers may not tell the whole story, and ER professionals should look beyond them to identify top talent. For example, ER professionals should consider the quality and consistency of the employee's performance, the level of difficulty and complexity of their tasks, the degree of initiative and innovation they demonstrate, the extent of their contribution and collaboration with others, and the impact of their results and outcomes on the organization.

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4 Focus on potential and development

Performance evaluations are not only a reflection of the past, but also a projection of the future. ER professionals should use performance evaluations to identify top talent based on their potential and development, not just their current performance. Potential is the employee's ability and willingness to grow, learn, and take on new challenges and responsibilities. Development is the employee's progress and improvement in acquiring new skills, knowledge, and competencies. ER professionals should look for signs of potential and development in the performance evaluations, such as: feedback-seeking behavior, learning agility, goal orientation, adaptability, and leadership potential.

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5 Communicate and engage with top talent

Performance evaluations are not a one-way communication, but a two-way dialogue between the ER professionals and the employees. ER professionals should use performance evaluations to communicate and engage with top talent, not just to inform and evaluate them. Communication and engagement are essential to acknowledge and appreciate the top talent's achievements, to understand and address their needs and expectations, to provide and solicit constructive feedback, to discuss and align their career aspirations and opportunities, and to motivate and retain them in the organization.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can Employee Relations professionals identify top talent using performance evaluations?

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2

3

4

5

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1 Define top talent criteria

2 Use multiple sources of data

3 Look beyond the numbers

4 Focus on potential and development

5 Communicate and engage with top talent

6 Here’s what else to consider

Employee Relations

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How can Employee Relations professionals identify top talent using performance evaluations?

1

2

3

4

5

6

1 Define top talent criteria

2 Use multiple sources of data

3 Look beyond the numbers

4 Focus on potential and development

5 Communicate and engage with top talent

6 Here’s what else to consider

Employee Relations

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