Using theUsing the 99--BoxBoxPerformance and PotentialPerformance and PotentialMatrix to AssessMatrix to Assess ((andand Develop)Develop)

TalentTalentPresented by:Dan McCarthyDirector of Executive Development Programs,The University of New Hampshire

Presented by:Dan McCarthyDirector of Executive Development Programs,The University of New Hampshire

About UNH Executive Development Programs

My 9-Box Background:

• Leaned it at Eastman Kodak• Introduced it at Paychex• The 2007 blog post• SHRM, Conferences, book, and 9-box

fame• Use it in consulting• Use it to help my customers identify

high potential talent for our UNHprograms

My 9-Box Background:

• Leaned it at Eastman Kodak• Introduced it at Paychex• The 2007 blog post• SHRM, Conferences, book, and 9-box

fame• Use it in consulting• Use it to help my customers identify

high potential talent for our UNHprograms

Today’s Objective:

Learn how to use the 9-box to assess talent……. and to develop talent…….. so that you can be a talent management rockstar!!!

Learn how to use the 9-box to assess talent……. and to develop talent…….. so that you can be a talent management rockstar!!!

Common Pitfalls and Challenges inAssessing Talent

• Current performance vs. futurepotential

• Inconsistent or questionable criteria• Single, unchallenged opinion• Looking for the silver bullet

• Current performance vs. futurepotential

• Inconsistent or questionable criteria• Single, unchallenged opinion• Looking for the silver bullet

It can cost a lot of money to do it well……

And cost even more if not done well!

With no money back guarantee!

LEADERSHIP ASSESSMENT

PERFORMANCE

1C 1B 1A

2C

Too new to rate:

____________________________________

2B 2A

POTENTIAL

3C 3B 3A

Performance = results and leadership capability over the last year; use leadership competency model Potential = promotable to a significantly larger leadership role; use potential attributes, consider aspirations,

relocatibility, tenure Include “readiness” indicator for each person: H = ready now; M = 1-2 years; L = >2 years

Below Average OutstandingAverage/good

High

Limited

Moderate

The 9-BoxLEADERSHIP ASSESSMENT

PERFORMANCE

1C 1B 1A

2C

Too new to rate:

____________________________________

2B 2A

POTENTIAL

3C 3B 3A

Performance = results and leadership capability over the last year; use leadership competency model Potential = promotable to a significantly larger leadership role; use potential attributes, consider aspirations,

relocatibility, tenure Include “readiness” indicator for each person: H = ready now; M = 1-2 years; L = >2 years

Below Average OutstandingAverage/good

High

Limited

Moderate

Benefits• Simple• Cost-effective• A catalyst for robust dialog• Helps calibrate criteria and expectations• More accurate than one opinion• Facilitates shared ownership, teamwork• A diagnostic tool for development

• Simple• Cost-effective• A catalyst for robust dialog• Helps calibrate criteria and expectations• More accurate than one opinion• Facilitates shared ownership, teamwork• A diagnostic tool for development

How to use it• Pre-meeting• Data collection and consolidation• Initial meeting: 2-4 hours• Start with your poster child (1A)• Move to your problem child (3C)• Take notes of development needs• Follow-up meetings• Transition to development

• Pre-meeting• Data collection and consolidation• Initial meeting: 2-4 hours• Start with your poster child (1A)• Move to your problem child (3C)• Take notes of development needs• Follow-up meetings• Transition to development

LEADERSHIP ASSESSMENT

PERFORMANCE

1C 1B 1A

2C

Too new to rate:

____________________________________

2B 2A

POTENTIAL

3C 3B 3A

Performance = results and leadership capability over the last year; use leadership competency model Potential = promotable to a significantly larger leadership role; use potential attributes, consider aspirations,

relocatibility, tenure Include “readiness” indicator for each person: H = ready now; M = 1-2 years; L = >2 years

Below Average OutstandingAverage/good

High

Limited

Moderate

LEADERSHIP ASSESSMENT

PERFORMANCE

1C 1B 1A

2C

Too new to rate:

____________________________________

2B 2A

POTENTIAL

3C 3B 3A

Performance = results and leadership capability over the last year; use leadership competency model Potential = promotable to a significantly larger leadership role; use potential attributes, consider aspirations,

relocatibility, tenure Include “readiness” indicator for each person: H = ready now; M = 1-2 years; L = >2 years

Below Average OutstandingAverage/good

High

Limited

Moderate

Meeting Dynamics

Key Decision:

Forced distribution? Or not?

PERFORMANCE AND POTENTIAL DEVELOPMENT MATRIXPERFORMANCE

POTENTIALPoor Average/Good Outstanding

1C Find out the root cause of poor performance and together

develop an action plan to improve Consider moving the high potential to a different role

(may have been a poor fit) Provide additional support, resources, training Look for ways to “attach” to 1As, 1Bs, or 2As After a “reasonable” period of time, if performance does

not improve, then re-examine your potential assessment

1B Development activities similar to 1A Difference is current performance level Focus more on competency gaps that will move them

from B to A performance; good to great performance

1A Stretch assignments, things they don’t already know how to do,

assignments that take them beyond their current role; high profile, wherestakes are high

Give them a “start-up” assignment, something no one has done, a newproduct, process, territory, etc…

Give them a “fix-it” assignment, a chance to step in and solve a problem orrepair someone else’s mess

Job change, rotations, job swaps, - an opportunity to experience a brandnew role, short term or long term

Help them build cross-functional relationships with other A players Find them a mentor – at least one level up. Provide an internal or external

coach Access to exclusive training opportunities Access to meetings, committees, etc… one level up; exposure to senior

managers, VPs; Advisory Councils Watch out for signs of burnout Watch for signs of retention risks; know how to “save” a hi-po Next level up exposure, responsibilities, shadowing

High

2CToo New to Rate:

Focus is onboarding, orientation, relationship building Provide a peer mentor Provide formal new leader training

2B May not be eager or able to advance; don’t push them,

allow them to stay where they are Continuously check-in regarding willingness to advance,

relocate Provide occasional opportunities to “test” them Provide stretch assignments Provide coaching and training Help them move from “good to great” Tell them they are valued Listen to their ideas Praise their accomplishments Trust them

2A Development activities similar to 1A Difference is often degree of “readiness” for larger roles.

Development is preparation for longer term opportunities

The 9-box Development Framework

2CToo New to Rate:

Focus is onboarding, orientation, relationship building Provide a peer mentor Provide formal new leader training

2B May not be eager or able to advance; don’t push them,

allow them to stay where they are Continuously check-in regarding willingness to advance,

relocate Provide occasional opportunities to “test” them Provide stretch assignments Provide coaching and training Help them move from “good to great” Tell them they are valued Listen to their ideas Praise their accomplishments Trust them

2A Development activities similar to 1A Difference is often degree of “readiness” for larger roles.

Development is preparation for longer term opportunities

Moderate

3C• Use a performance management approach, not a

developmental approach• Improvement action plan vs. an IDP• Clarify expectations• Identify and remove “blockers”, poor performers that

are standing in the way of high potentials• Provide clearly defined goals• Be explicit about the ways in which they must

improve• Provide remedial coaching and feedback• After trying all of the above, after a ”reasonable”

amount of time, move the person out of the role.Dismiss or move to individual contributor role

3B Combination of performance management, training, and

coaching to help them move from “OK to good” Provide honest feedback about their opportunities for

advancement if asked

3A Ask what motivates them and how they want to develop Provide recognition, praise, and rewards Provide opportunities to develop in current role, to grow

deeper and broader capabilities and knowledge Provide honest feedback about their opportunities for

advancement if asked Watch for signs of retention risks; know how to “save” a “hi-

pro” (high professional) Ask them to mentor, teach, and coach others Allow them to share what they know, presentations at

company meetings, external conferences, to be “the highlyvalued expert”

Training that allows them to become more of an expert

Limited

DevelopmentMost Effective Methods: Most Effective Courses:

• Job changes• Challenging assignments• Other people (coaches,

mentors, good & badbosses, role models,SMEs

• Formal training, books• Self-awareness• Reflection

• Relevant topics/skills• Other people (instructors,

coaches, peers)• Challenging assignments• Self-awareness• Application• On the job reinforcement

• Job changes• Challenging assignments• Other people (coaches,

mentors, good & badbosses, role models,SMEs

• Formal training, books• Self-awareness• Reflection

• Relevant topics/skills• Other people (instructors,

coaches, peers)• Challenging assignments• Self-awareness• Application• On the job reinforcement

PRE-WORK

Readings360 degree assessmentMeet withmanager/sponsorJournalsConference call withparticipants andmanagers

PRE-SESSION(1 Week)

Networking reception,introductions, CEOguest speaker or panel

DAY 1

AMOverviewSmall Group CoachingManaging YourselfLeading Others

PMEmotional Intelligence360 degree assessmentsSmall Group debrief

EVE DinnerSpeaker: Wellness ExpertAssignments

DAY 2

AMWellness (optional)Small Group CoachingJournalingCritical ThinkingConflict Management

LUNCH: Team buildingactivity (possible)

PMPerformance ManagementLeading Change

EVEAssignments

DAY 3

AMWellness (optional)Small Group CoachingJournalingF&A for Non-FinancialManager

PMBe a Catalyst forInnovationAssignments

CLOSE

DAY 4 DAY 5 POST PROGRAM:

Other follow-up topics,i.e., HR

Small groups Alumni event

TIME IN BETWEEN(2 weeks)

Pre-readings

Phone calls Manager/Sponsor

Check-in 360 degree debrief

& follow up withCoach

Sample UNH Program Framework:

The “Next Level” Program

DAY 4

AMWellness (optional)OverviewSmall Group CoachingJournalingLeading Teams

PMNegotiations &Influence

EVE DinnerGuest Speaker: EthicalLeadership

DAY 5

AMWellness (optional)JournalingStrategic Thinking

PMIndividual DevelopmentPlanningSmall Groups: CompanyApplicationGraduationNext Steps

CLOSE

POST PROGRAM:

Other follow-up topics,i.e., HR

Small groups Alumni event

TIME IN BETWEEN(2 weeks)

Pre-readings

Phone calls Manager/Sponsor

Check-in 360 degree debrief

& follow up withCoach

Questions?

Dan McCarthyDirector of Executive Development ProgramsThe Peter T. Paul College of Business and EconomicsThe University of New Hampshire10 Garrison Ave.Durham, NH 03824-2602Phone: 603-862-3311Email: Daniel.mccarthy@unh.eduLinkedIn: Dan McCarthy

Dan McCarthyDirector of Executive Development ProgramsThe Peter T. Paul College of Business and EconomicsThe University of New Hampshire10 Garrison Ave.Durham, NH 03824-2602Phone: 603-862-3311Email: Daniel.mccarthy@unh.eduLinkedIn: Dan McCarthy