Identifying and developing high-potential employees and underperformers is very important for any company. Yet, it is still challenging to determine who is a performer and who is not with exact data. The 𝟵-𝗕𝗼𝘅 𝗚𝗿𝗶𝗱 is a good tool that helps assess your talent pool based on performance and potential, which I have used for some time now.
The 9-Box Grid is a 3×3 matrix that draws performance (current job effectiveness) on the X-axis and potential (ability to grow into higher roles) on the Y-axis. Each box represents a combination of performance and potential levels.
How can we use it?
𝟭. 𝗗𝗲𝗳𝗶𝗻𝗲 𝗰𝗿𝗶𝘁𝗲𝗿𝗶𝗮: Clearly outline what high performance and potential mean for your organization. For example, they can refer to Strategic thinking, adaptability, and the ability to inspire others for more senior roles (staff+).
𝟮. 𝗔𝘀𝘀𝗲𝘀𝘀 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀: Gather data from performance reviews, feedback, and observations.
𝟯. 𝗣𝗹𝗼𝘁 𝗼𝗻 𝘁𝗵𝗲 𝗚𝗿𝗶𝗱: Place each employee in the appropriate box. For example, an employee who meets targets but lacks initiative might be in the Moderate Performance/Low Potential box.
𝟰. 𝗗𝗲𝘃𝗲𝗹𝗼𝗽 𝗮𝗰𝘁𝗶𝗼𝗻 𝗽𝗹𝗮𝗻𝘀 𝗳𝗼𝗿 𝗲𝗮𝗰𝗵 𝗽𝗲𝗿𝘀𝗼𝗻:
🔹 High Performance/High Potential: Fast-track for leadership roles; provide challenging projects.
🔹 High Performance/Low Potential: Recognize and reward; keep them engaged in their expertise.
🔹 Low Performance/High Potential: Offer coaching and training to unlock potential.
𝟱. 𝗠𝗼𝗻𝗶𝘁𝗼𝗿 𝗮𝗻𝗱 𝗿𝗲𝘃𝗶𝗲𝘄 𝗿𝗲𝗴𝘂𝗹𝗮𝗿𝗹𝘆
Schedule periodic reviews to assess progress and adjust development plans as needed. For example, review employee performance after six months to determine if coaching has improved their skills.
Of course, the most tricky situation is with inconsistent and influential performers; they are good but need to be better and may have some potential. We can deal with that by creating a performance improvement plan (PIP) with personal roadblocks and skills required to work on. What is essential here is repetition, i.e., often repeating what needs to be done and not being afraid to make it uncomfortable when necessary. 𝗨𝗻𝗱𝗲𝗿𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗻𝗲𝗲𝗱𝘀 𝘁𝗼 𝗯𝗲 𝗮𝗻 𝗮𝘄𝗸𝘄𝗮𝗿𝗱 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻 𝗼𝗻 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺.
Back to you, which framework do you use to deal with the performance of your employees?
