How to Spot an Employee that will Add Value & Bring Profit to Your Company

The HR department and department Managers in any company are always trying to successfully manage their workforce, and under continuous pressure to seek out talented candidates to fill positions needed in the company. However, if the task is incredibly complicated it could lead to mistakes affecting fundamental groundwork of the business.

The usual result is underperformance, poor HR optimisation, and the possible loss of talented employees.

Essentially, in every corporate industry the act of blindly rewarding past performance at one level of the organisation with promotion to higher levels of responsibility leads to employees and therefore ultimately reach a level where they can no longer perform at their optimum level of skill/time compared to their level of productivity.

When trying to see who is bringing the company profit and deserves additional recognition, levels of responsibility and work are typically somewhat diverse and how that individual will react to being promoted. It can be hard to determine how hard-working employees will perform at a specific level, unless they can be observed completing the higher level tasks for a long enough time to assess their true potential.

A commonly utilised method is called “mentoring framework” in which the employee considered for promotion is allocated tasks as per the replacement strategy to complete certain tasks of the superior position. The issue with using this method is that the Supervisor has to meet their own individual targets and it becomes difficult to know where to draw the line between how much work was actually completed by the promotable employee and the supervisor respectively. This method also is at risk of being influenced by supervisor bias.

One way to avoid bias is to create an intelligent replacement strategy, where a number of proposed employees for a potential promotion are tested on the same daily tasks, only on different days. By tasking them with the responsibilities they would have to carry in the future every day, if promoted. No feedback can adequately or accurately measure an employee’s future performance at a different level, except by putting the employee at that level for a short-term duration to observe the results.