HR Strategy: Differentiation, Training, and Organizational Design

Performance Differentiation: A Players vs. C Players

At the core of the "perspective challenge" is an increased emphasis on the differentiation of jobs, employees, and performance. Differentiation is not just how organizations execute workforce strategy; it is also an integral part of a firm's organizational culture.

A players are often the ones who carry the greatest burden, since they are the stars of the organization and, in many ways, uphold it. They are willing to take on almost any job and are consistently reliable — the firm knows it can count on them. C players, by contrast, cannot always be depended upon. As a result, the firm typically differentiates by assigning A players greater responsibilities and offering them more acknowledgment. This differentiation reflects both the practical needs of the organization and the cultural values it signals to all employees.

Incentivizing Desired Employee Behaviors

Organizations may not always focus appropriately on incentivizing the behaviors they want from employees. One straightforward improvement would be to offer employees more frequent recognition — including public acknowledgment — and small tokens of appreciation as encouragement for doing their jobs well.

Beyond formal recognition, employees often benefit from a greater degree of autonomy. Being overly constrained by rules can feel stifling, while being given the independence to make reasonable decisions can liberate creativity and stimulate motivation. Finally, showing genuine respect for employees' knowledge and skills sends a powerful signal that their contributions are valued — and that, too, meaningfully strengthens motivation.