Identifying Employees by “Rarity” – The Ultimate Skill of Great Leaders for Utilizing Talent

Whether it’s an employee with a poor attitude or low competence, if managers know how to identify personnel types, they can solve HR challenges and save significant time.

Personnel are a company’s capital. Each group of personnel requires a different method of development and utilization. By applying the method of classifying personnel by their ‘rarity,’ CEOs and managers can fully leverage the company’s human capital and focus on taking the business to new heights.

In this article, 1Office will introduce a method for classifying and identifying personnel by their ‘rarity’ level, using two criteria: Attitude and Competence.

1. Employees with a poor attitude and poor competence

Classification: Common

Characteristic: Gossipy.

Employees with a poor attitude and poor competence are a type you can easily find in any business. This is the most common group and also the most troublesome for managers to handle.

A prominent characteristic of this group of employees is their tendency to gossip. They talk more than they work, rarely focus on their tasks, and frequently scrutinize and gossip about those around them, affecting the performance of other employees. Their talkativeness can also damage the company’s reputation and credibility if managers do not handle the situation tactfully and end up offending them.

With this type of employee, it’s best to encourage them to find another workplace to minimize the damage they can cause to the business. 

2. Employees with a poor attitude and good competence

Classification: Common

Characteristic: Overreacts

Possessing outstanding competence that completely contrasts with a poor work attitude is the identifying mark of this group. These employees often leave managers in a state of hesitation and deliberation because of how useful they are to the work.

Employees with a poor attitude but good competence are often those who are dissatisfied with their superiors and frequently overreact. They easily feel undervalued, believe they are not receiving rewards commensurate with their abilities, and think their superiors are biased against them.

I will always choose a lazy person to do a difficult job. Because a lazy person will find an easy way to do it.

Bill Gates

With these employees, assign them difficult or unexpected tasks and require their commitment. Make sure they see that you will provide them with deserving benefits and the necessary support.

3. Employees with a good attitude but poor competence

Classification: Rare

Characteristic: Loyal

Most employees with a good attitude but poor competence are recent graduates or individuals with little work experience. Their most prominent characteristic is their loyalty to their superiors and the company. This group of employees is very easy to manage and follows your instructions. They are willing to contribute in order to learn, are not overly concerned with salary, and will not hesitate to commit long-term if they see opportunities for development within the company.

To make the most of these employees, you can classify them using the ASK model to guide their training and development.

4. Employees with a good attitude and good competence

Classification: Rare

Characteristic:  Wants control

These are the ‘rarest’ type of personnel and are every manager’s dream. Possessing both competence and a good attitude, you can confidently assign them important tasks and delegate work to them.

However, one thing to note is that employees with a good attitude and good competence often have a strong need for control. With their abilities, they are often confident in their own decisions and want others to follow them. Whether this intention is good or bad, their need for control can go too far, becoming a desire to control not only their own department but also to extend their influence to other departments. 

To prevent this, managers need to provide a clear career progression path for employees, build a strong organizational culture, and establish a fair and transparent system of rewards and penalties.

Conclusion

To identify personnel by their level of ‘rarity,’ leaders need accurate, specific, and up-to-date data on work performance, along with objective and clear assessments of employee capabilities. However, traditional evaluation methods cannot meet this requirement and create a cumbersome process.

Overcoming the limitations of old methods, 1Office was created to help businesses thoroughly solve the management problem. By using 1Office, issues like automated management, monitoring, compiling personnel records, work performance, and evaluations will no longer be obstacles for your business.

See more articles at:

1Office reports to the Prime Minister on digital transformation solutions for businesses

Inefficient employees: Do managers know the 3-Know principle to improve work?

There are 4 management models for each business development stage. How many do leaders know?