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Handling C-Performers
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Handling C-Performers

Every organization has a variety of performers, at the top are the “A” performers who perform exceptional work and followed by “B” performers who do a very good work and then comes the “C” performers whose work is hardly acceptable. Contributions to profit growth of C performers is almost zero and this raise a question if there should be an investment for the development of C group or should we get them out of the way.

While some companies cut the ranks of C level managers, some exert every effort but most do nothing. Making no move is the most costly way as in defection by good employees and lack of profit growth. C performers fill a position in the organization where they hinder other people’s advancement & development, prevent talented employee from learning and making bigger contributions as they are not good role models or mentors and eventually caused them to leave the company.

First thing to respond this situation is identifying C performers. Then you need to agree on an action according to your evaluation if the C performers can improve their performances with right training and support, or not. Third thing to do is either holding someone responsible for the improvement or removing the C performer.

Another way to deal with this issue is the A, B, C approach to grading employees. C performers should be channeled to the lower level jobs where they can be successful and become A performers. If they fail in these new positions, then it is best for the company to let them go.

However, it may worth to invest in C performers as long as you estimate the cost of developing them and its benefits well.

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