Fleet inspection

Fleet watch significance

A fleet review is part of strategic workforce planning. It is a way of identifying the knowledge, talents and competencies of employees within an organization and comparing them with the knowledge, talents and competencies desired. A good fleet review combines past experience, present competencies and future potential. In addition, when doing a fleet review, it is important to look at the development of the team. If an employee cannot develop, neither can the team. But if an employee can develop, that does not automatically mean that the team will also improve. So a fleet review is all about the role of the employee within the development of the team, not as an individual.

 

Because you map out the knowledge, talents and competencies of each employee in the fleet review, you know where the gaps are in the workforce potential and thus what knowledge, talents and competencies, if any, are still missing from each team. All employees are entered into a matrix of the fleet review. All this gives a complete picture of how the knowledge, talents and competencies present are distributed across the various departments and organizational units. When organizations need to go through a strategic change, downsize or want to put together the ideal team, the fleet review can provide tremendous support.

Where did the name "fleet chase" come from?

The name "fleet review" comes from the time when the Netherlands was a seafaring nation: the Golden Age. During this time, admirals were very keen to know the strength and potential of their navy. In other words, with which people they could win the sea battle and what was still missing.

How do you make your fleet review hrm a success?

A good fleet review all starts with a good strategy. Where do you want to go in the future and what competencies do you need to do so? The next step in the fleet review is to evaluate for each employee whether they have these competencies and if not whether they have the potential to learn these competencies.

An HR fleet review using Performance Management Software

With the help of Treams Talent Review you can easily gain insight into the qualities of employees. With our software you can easily run reports with which you can easily and quickly compare which talents you already have in house and which talents you still need. By mapping this out, you have a good basis for having the right conversation with your employees. You can easily and quickly schedule a demo or watch the demo video on the Treams website to experience the benefits for yourself.

Identify the potential and talent within your team

Mapping performance and potential has never been easier. Read more

The fleet review through the HR3P method

HR3P stands for "Human Resources Performance Potential Portfolio," and is a means of conducting the fleet review. This method was developed in 1993 by Evers, van Laanen and Sipkens. This method looks at the combination of performance and growth opportunities (potential). In the HR3P matrix, you enter the names of each employee based on their score on these two axes.

However, more and more organizations want to "assess" their employees not only on performance and potential, but also on "cultural fit. In other words, to what extent this employee fits the culture of the organization. You can do this by dividing employees into A, B, C and D players in the matrix below. Here you look at people's productivity and to what extent they fit the organization's core values.

 

• A-players An A-player has high productivity, and also scores high on core values.
• B-players B-players are not as productive (yet), but score very high on core values. If you want to make a change that focuses on the culture of your organization, it is precisely important to have many B-players as well. After all, you can make people more productive, but the match with the culture is most important in that case.
• C-players C-players are people who are very productive, that is, who bring in a lot of revenue, for example, but who don't fit the culture you want to move toward in the long term. These players are a big risk for your organization. This is because they can strongly (negatively) influence the atmosphere and thus start to impact the people around them. Initially, these are also not the people you want to part with, especially because they are so productive. But in the long run, they do pose a risk to the organization. Think critically about that.
• D-players D-players score low on productivity and low on core values. See if you can turn them into another B or A player or if it is time to say goodbye to this person.

 

Note that talent depends on context. Someone who is a C-player in your organization may be an A-player within another organization.