Some employees are destroying value, others are building it: Do you know the difference?


The article discusses the importance of identifying and differentiating between employees who create value and those who destroy value within an organization. It highlights the potential impact on overall organizational performance and provides insights for HR leaders on how to manage and develop their workforce effectively.

Key Takeaways for HR Leaders:

1. The value creators vs. value destroyers: The article emphasizes the need for HR leaders to identify employees who contribute positively to the organization’s value creation and those who have a negative impact. Understanding the difference is crucial for optimizing talent management strategies.

2. Impact on organizational performance: Value creators significantly contribute to the organization’s success, while value destroyers can hinder growth and profitability. HR leaders need to focus on nurturing and retaining value creators while addressing the issues posed by value destroyers.

3. Identifying value creators: HR leaders should assess employees based on their impact on business outcomes, such as revenue growth, customer satisfaction, and innovation. Identifying the key skills, behaviors, and traits of value creators can help in recruitment, performance management, and succession planning.

4. Addressing value destroyers: HR leaders should proactively address the negative impact of value destroyers. This may involve coaching, retraining, or, in some cases, separation from the organization. It is important to identify the underlying causes of destructive behavior and provide support to help employees improve or transition out of the organization.

5. Talent management strategies: HR leaders should align their talent management strategies with the identification of value creators and destroyers. This includes targeted development programs, performance management systems, and rewards and recognition initiatives to motivate and retain value creators.

6. Culture and leadership: The article emphasizes the role of culture and leadership in enabling value creation. HR leaders should foster a culture that values and rewards performance, innovation, and collaboration. Additionally, developing leaders who can effectively manage and motivate both value creators and destroyers is crucial.

7. Continuous evaluation and adaptation: HR leaders should continuously evaluate the impact of their talent management strategies and make necessary adaptations. This includes monitoring the performance and behavior of employees, seeking feedback from stakeholders, and staying updated on industry trends and best practices.

Overall, HR leaders play a critical role in identifying, developing, and managing value creators within their organizations. By understanding the impact of both value creators and destroyers, HR leaders can optimize talent management strategies to drive organizational performance and success.