Great post! With past experience leading companies and deep work around employee experience and human-centered design, first thoughts go to predictive modeling to help companies anticipate how long employees will stay, enabling proactive retention strategies and reducing turnover costs while ensuring employees feel valued for their efforts.
Research idea: Mixed methods study investigating the impact of employees in the quadrants on teams, cross-functional teams, and the broader company.
* What are the impacts of a Star Soloist, Toxic Under Performer, or BOTH being on the same small team?
* What are the impacts on employee experience of others on teams when the Star Soloist (SS), Toxic Under Performer (TUP), or BOTH are the ones most lauded by senior leadership across the company in public facing and internal arenas?
* Which employees are likely to leave first and is the impact different if there are both a TUP and SS on a team?
* What drives Star Catalysts and Team Amplifiers out and what might have prevented the loss of those employees?
* What are the differences in employee retention across the four quadrants?
It would be interesting research for those of us with backgrounds in I/O Psych, EX/CX, and Org Leadership. Then . . .
Research —> Innovation idea: Create an interactive tool where users can input the size of team, number of employees representing each quadrant, and likely impacts. Include a toggle to view impacts on team, cross functional teams, and the broader company. Then, provide recommendations for various levels of leadership.
As for the innovation idea, I completely agree. My organization has developed a durable skills profile that individual employees can use for personal growth, but where results can be aggregated for a profile. We have been weaving in questions that are indicative of strong collaborative potential, and we do think there is an opportunity for organizations that are serious about being human-centric to use this strategically. In the next couple of weeks I'll be going into our findings on this so far.
Great post! With past experience leading companies and deep work around employee experience and human-centered design, first thoughts go to predictive modeling to help companies anticipate how long employees will stay, enabling proactive retention strategies and reducing turnover costs while ensuring employees feel valued for their efforts.
Research idea: Mixed methods study investigating the impact of employees in the quadrants on teams, cross-functional teams, and the broader company.
* What are the impacts of a Star Soloist, Toxic Under Performer, or BOTH being on the same small team?
* What are the impacts on employee experience of others on teams when the Star Soloist (SS), Toxic Under Performer (TUP), or BOTH are the ones most lauded by senior leadership across the company in public facing and internal arenas?
* Which employees are likely to leave first and is the impact different if there are both a TUP and SS on a team?
* What drives Star Catalysts and Team Amplifiers out and what might have prevented the loss of those employees?
* What are the differences in employee retention across the four quadrants?
It would be interesting research for those of us with backgrounds in I/O Psych, EX/CX, and Org Leadership. Then . . .
Research —> Innovation idea: Create an interactive tool where users can input the size of team, number of employees representing each quadrant, and likely impacts. Include a toggle to view impacts on team, cross functional teams, and the broader company. Then, provide recommendations for various levels of leadership.
This is an excellent idea for a research project!
As for the innovation idea, I completely agree. My organization has developed a durable skills profile that individual employees can use for personal growth, but where results can be aggregated for a profile. We have been weaving in questions that are indicative of strong collaborative potential, and we do think there is an opportunity for organizations that are serious about being human-centric to use this strategically. In the next couple of weeks I'll be going into our findings on this so far.