Player Positioning at Be Green Packaging

Player Positioning at Be Green Packaging

Jack Welch Management Institute

People ManagementJWI520004JWONL-1178-001


Be Green Packaging is one of the few manufacturers of compostable packaging for consumer goods and ready to eat foods from restaurants and grocery stores all over the United States and some European countries. The company is growing at a great pace and with that growth, the company is very quickly realizing that there are players within the organization that are not quite working out in their current positions or have a great work ethic and are a perfect fit for the organization. “A great workforce is made up of great people”. Using the player positioning matrix and identifying you’re A, B and C players can really help managers asses their employees and make the necessary changes to not only have happy employees but a productive workplace. It is a great system for managing and motivating the high-performance and high-potential employees—and for getting rid of their mediocre ones.


Be Green Packaging is growing and management is realizing that some of the player on the team are either a great person in the wrong position or just a wrong fit in general. Management has decided it is time for a restructure of the workforce. They need to figure out who will stay, who will change rolls and who needs to be let go. Using the player positioning matrix, we will identify key employees, their job position and rationalize whether they are a good fit in their current role or if changes need to be made. This tool will help us identify A, B and C players and allows us to hopefully find the perfect position for them if needed.

A, B and C Players

Defining what types of players your employees are is key to running a successful business. In Jack Welch’s book Winning, he defines these players and the 20-70-10. Your top 20 percenters are you’re A players. These players are your overachieving, go getters who are usually showered with bonuses, praise, love, training, and a variety of rewards. You B players are your 70 percenters. “This group of people is enormously valuable to any company; you simply cannot function without their skills, energy, and commitment. After all, they are the majority of your employees”. Jack mentions how managing the 70 percenters is the most difficult because you have the top half of that group who thinks they should rank with the top 20 and then you have some that are almost as unmotivated like the bottom 10 percenters or your C players. In the case of the bottom 10 percenters, most of the time these employees aren’t really worth keeping in the organization and should be weeded out.

Player Positioning Metrics

Below we are going to identify 6 players at Be Green. We will be asses their player positioning using the matrix and rationalizing our decision on the player.

Employee Positioning Rationale
Warren:Warehouse Lead Right Player, Right Position Full of ambition and always wants to do well, learn and improve. Still young in his career, he has taken the initiative to enroll in collage to obtain his business degree. While he is in a great roll now that will get him exposed to leading a team and taking on more responsibility, he will very quickly advance and will need to be in more of a management position in a few years.
Faye:Production Lead Right Player, Wrong Position Very organized and a great people person. She has great leadership skills and has been a loyal employee of the company since it came to SC in 2014. The floor crew has the utmost respect for her. She has a lot of experience in production management.Next Step- The company needs a new production manager and Faye is a perfect fit for the position. We will offer her a promotion.
Tim:Supply Chain Manager Wrong Player, Right Position While Tim has vast experience in Supply Chain management with Be Green, he is not performing optimally for the company as it grows. Product is being over ordered, inventory is not being tracked well and paperwork is not being completed in a timely manner. Tim seems to not be able to keep up with the growing workload.Next Step- Review with Tim what is needed from him as the company grows and give him 30 days to turn around. If there is no improvement the company will let him go.
Joseph:Plant Accountant Wrong Player, Wrong Position Joseph is unable to keep up with the growing workload. He has a negative attitude and is argumentative with peers and management. Many mistakes have been made and he refuses to acknowledge the mistakes made so they continue to be made. He has been talked to many times about his performance with no improvement.Next Step- Let Joseph go and hire a new accountant
Shauna:Accounts Payable Right Player, Wrong Position Shauna has little experience with accounts payable, but is willing to learn. She does not seem to be learning the roll well and asks many of the same questions repeatedly. She has an amazing outlook on stress and has great people skills. While being a valuable asset to the company, accounting may not be the best fit for her.Next Step-With the growth in customers the company has created a second customer service roll. Extend an offer to her to move her to customer service as we feel she will be a perfect fit
Kayla:Plant Admin Right Player, Right Position Caring, efficient, well organized and works well with the production team. Willing to assist other departments when her work load is light and learns quickly. During a performance review she expressed how much she enjoyed her position with the company.


With a growing company like Be Green Packaging, you want to make sure you have the right players in the right position. The player positioning matrix is a great tool of assessing and differentiating your crew. The matrix can help define you A, B and C players. You want to keep you’re A players happy, while still paying attention to your B players. “B positions are important either as support for A positions or because of any potentially large downside implications of their role”. Your C players are more than likely your wrong players in the wrong positions. Weeding them out may be the only option. When your key players work well in their key positions your company will run more efficiency and will be successful.

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