What’s the Value of A Team Member?
My experience indicates that knowledge trumps most everything else. My first step is to evaluate what a person knows as the first element of assessment. A simple A to F scale will work almost anywhere.
Levels of Job Knowledge
- A. Master
- B. Excellent understanding
- C. Solid knowledge
- D. Good working knowledge
- E. Basic knowledge
- F. Limited Knowledge
For me, the second element for supervisors and potential supervisors is an assessment of their abilities to manage and lead. Six levels fit well here too.
Management and Leadership Skills
- I. Superb management and leadership skills
- II. Superior management and leadership skills
- III. Above Average management and leadership skills
- IV. Good management skills
- V. Learning to manage
- VI. Very limited management or leadership potential
The most important attribute for me is the level of authority and responsibility you are willing to entrust to the team member. We can retain our six level scale.
- 1. Take action, report routinely
- 2. Take action, report immediately
- 3. Recommend action, obtain approval, then take action
- 4. Ask what action to take, then take action and report
- 5. Wait for tasks, take action, report progress
- 6. Act only as an assistant to another team member
The best value ratings, after doing a review, are from the “gut.” Having reviewed her/his performance and having met with her/him, just “gut-rate” each person’s performance on a scale of 1 to 10. For a frame of reference use the “Levels” above as a shorthand description of value.
- 1-2 – what are they doing here? (F, VI, 6)
- 3-4 – do what they are told, even though they may have to ask several times – they need to be scripted. (E, VI, 5)
- 5 – 6 ask what to do and do what they are told – seldom have to be told more than once – help create their own scripts. (D, V, 4)
- 7 suggest/recommend what they should be doing (C, IV, 3)
- 8 provide solutions with plans (how to implement) (C, III, 2)
- 9 discover problems and provide solutions and plans (B, II, 2)
- 10 this person is so valuable, it would be hard to operate without her/him (A, I, 1)
The task then is to try to calculate the person’s value in dollars.
- If a person is 8 or above, their market value (worth elsewhere) comes into play — what will it cost to keep her/him? (You may have gotten some clues in your discussion – it may not be only money.) Prudence dictates generosity here.
- If a person is a 7, the normal increase should prevail.
- If a person is 4-6, assess, how much return you are getting for the money.
- Those below 4, assess if they have the potential to grow into a contributor of value.
Following the adage: “hire slow – fire fast” will minimize the number of team members below the 5 rating at the time of annual or semi-annual review. The longer you keep the lower performers, the more difficult it will be to increase the number of high performers.
Try using these principles and Keep It Simple! Contact me at Mike@MikeMolinoLLC.com