Staff with the best – mediocrity can work with your competition. This is the mantra of a high performance culture.
1. Educate managers: Help them understand the definitions of A, B, and C players.
2. Jointly gauge employee performance: At specific meetings, managers should jointly assess employee performance. Only those who interact directly with the employee should state their opinions. This allows the employee’s manager to get candid feedback. In assessing performance, avoid grey areas – no pluses and minuses – managers must make a choice whether the employee is an A, B, or C player.
3. Take action. Ditch the D’s and F’s’: D and F employees will drag your company down. If you have more than a few D and F employees, sell the firm and do something to save yourself.
Decide what to do with your C players. C players are mediocre employees; these employees are marginal in their performance and unremarkable in any positive attribute they bring to the workplace. They exist, take up space, and just get their jobs done, sort of. A test for “C-ness” is putting yourself in this scenario: If one of these employees came up to you and said they were quitting, would you be relieved? Would your relief be because you’re certain you could do better by recruiting a new employee from the open marketplace? If so, you have a classic C Player on your hands. What do you do with them? Give them a new role, develop them in their current role, or ditch them.
Distinguish between A versus B: The difference between A and B players is their ability to be promoted. B players are great and loyal employees. They are valuable and skilled at what they do. A players have the drive and the focus to take all the great aspects that B employees have and they are promotable way beyond where they are now. They are the rising stars in the organization and destined for leadership.
4. Follow up: Check on the status of the manager’s decision and actions