Question

Nationwide Financial, a 5,000-employee life insurance company based in Columbus, Ohio, uses the nine-box grid for its succession review. What are the potential advantages and disadvantages of using the nine-box grid for talent reviews? What type of development plans and activities would you recommend for solid but not outstanding performers with moderate leadership potential? How would these plans differ from plans for employees with high potential and high performance (stars)? Why?

Answer 1

Nationwide Financial, a 5,000-employee life insurance company based in Columbus, Ohio, uses the nine-box grid for its succession review. What are the potential advantages and disadvantages of using the nine-box grid for talent reviews? What type of development plans and activities would you recommend for solid but not outstanding performers with moderate leadership potential? How would these plans differ from plans for employees with high potential and high performance (stars)? Why?

The nine-box grid is a three-by-three matrix used by groups of managers and executives to company employees within one department, function, division, or the entire company. This grid is used for analysis and discussion of talent employees who can be groomed for top-level management positions in the company.

Noe suggests solid but not outstanding performers who have moderate potential should include a mix of training and development designed to help ensure that their solid performance continues. (Noe, 2013) I would suggest to provide occasional opportunities to test them with having them complete challenging assignments and see how they do and react when doing the assignment. Provide coaching on a daily basis as well as additional training when needed. Their development should include a challenge, but should also be aiming at maximizing performance. In order for moderate performers to become high performers, the focus on development should be on a specific competency or skill gaps. As well as providing them with assignments that offer significant variety and intensity. (Carusco, 2012)

These plans would be different from high potential and high performance because they are constant in delivering strong performance and outstanding results in a wide variety of challenging settings. These types of employees are ready for that leadership role and are just waiting for a spot to open up. These employees will need to be given an assignment that no one has done, something that will help challenge them and take them out of their comfort zone. Something that I have seen in my previous experience with dealing with high potential and high performance employees is providing them with a mentor that will help them to continue developing them as well as providing feedback and coaching.

References:

Carusco, Karen, Ph.D. (2012, April 12). Development at the Top-Use the 9 Box to Develop Talent in Succession Planning.

Answer 2

Using the nine-box grid for talent reviews can have both advantages and disadvantages. Here are some potential advantages:

Advantages of the nine-box grid for talent reviews:

1. Standardized evaluation: The nine-box grid provides a standardized framework for evaluating employees' performance and potential, allowing for consistent comparisons across the organization.

2. Identifying high-potential individuals: The grid helps identify employees with high potential for leadership roles, enabling the organization to focus development efforts on grooming these individuals for future leadership positions.

3. Succession planning: The nine-box grid aids in succession planning by identifying potential successors for key positions and ensuring a pipeline of talent for future leadership needs.

4. Objective decision-making: The grid provides a visual representation of employees' performance and potential, which can facilitate objective decision-making during talent review discussions.

5. Alignment of development efforts: By categorizing employees based on performance and potential, the grid helps in tailoring development plans and activities to meet individual needs.

However, there are also potential disadvantages to using the nine-box grid:

1. Oversimplification: The grid may oversimplify employees' capabilities by reducing them to a single point on a matrix, potentially neglecting the nuances and complexities of individual skills and competencies.

2. Lack of flexibility: The grid's fixed categories may limit the ability to account for individual variations and unique circumstances.

3. Subjectivity and bias: The evaluation process for filling the grid boxes can be subjective, and biases may influence the assessment of employees' performance and potential.

4. Limited focus on current performance: The grid's emphasis on potential may downplay the importance of current performance, leading to the overlooking of high-performing employees who may not exhibit high potential.

Regarding development plans and activities for solid but not outstanding performers with moderate leadership potential, it is essential to focus on their growth and improvement. Some recommendations may include:

1. Targeted skill development: Identify specific areas where improvement is needed and provide training or developmental opportunities to enhance their skills and competencies.

2. Coaching and mentoring: Assign mentors or coaches to provide guidance and support, helping these individuals develop their potential and improve their performance.

3. Stretch assignments: Assign challenging projects or tasks that allow employees to develop new skills and gain valuable experiences, expanding their capabilities.

4. Cross-functional exposure: Provide opportunities to work in different departments or collaborate with colleagues from other areas, broadening their understanding of the organization and developing a more holistic perspective.

5. Feedback and performance discussions: Regularly engage in performance discussions to provide constructive feedback, set goals, and establish development plans tailored to individual needs.

For employees with high potential and high performance (stars), development plans should aim to further cultivate their capabilities and accelerate their growth. These plans may include:

1. Leadership development programs: Enroll these employees in leadership development programs that focus on advanced leadership skills, strategic thinking, and decision-making.

2. High-profile projects and assignments: Provide opportunities to lead significant projects or initiatives that have a direct impact on the organization's success, allowing them to showcase their abilities and build a track record of achievement.

3. Exposure to senior leaders: Facilitate interactions and networking opportunities with senior leaders to broaden their visibility and enhance their understanding of the organization's strategic priorities.

4. Succession planning and advancement opportunities: Engage in ongoing conversations about their career aspirations and align their development plans with potential future leadership roles within the organization.

5. Executive coaching: Provide access to executive coaches who can provide personalized guidance, support, and mentorship to nurture their leadership potential.

The development plans for high-potential and high-performing employees focus on preparing them for future leadership roles, while the plans for solid performers with moderate leadership potential concentrate on enhancing their skills and performance in their current roles.