The NINE BOX GRID | Axelerants, Slides of Finance

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Succession planning is not only about determining who will lead your organization into the future. It's about identifying which key positions (not just leadership positions) are at risk and then developing pools of talent that are ready to be drawn from at any time for any reason. Executive succession plans are a must, but it's imperative for companies to have an organization-wide bench strength and succession plan to build a crucial pipeline of key talent across all departments, functions and locations.

Having a skilled and talented workforce is important for success, but it's what you do with your talent (i.e., how you develop and prepare them) that is critical for optimal succession planning. This is where talent readiness comes into play - the concept of identifying criteria that determine if an individual is prepared to assume a new position.

If you're not sure how to begin building your talent pipeline, here are a couple of proven tools and methods that can help you accurately identify leaders, top performers, and loyal staffers - and establish developmental opportunities that will drive benefits for the individual and for your organization.

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According to Wikipedia, an annual report is a comprehensive report on a company's activities throughout the preceding year. Annual reports are intended to give shareholders and other interested people information.

STEP 2: THE 9 BOX GRID

The 9-box grid, a natural extension to the talent bench review, is one of the most commonly used tools in succession planning and employee development. The 9-box grid, which plots employee performance against potential, is a valuable talent review tool for HR practitioners and for managers across all levels. Working collaboratively, managers arrange every employee into one of nine types across a vertical and horizontal axis, based on three levels of performance and three of potential. Some organizations will vary the lower axis and, for example, use performance and engagement rather than performance as the axis.The benefits of using a 9-box grid talent review include:Allows for easy assessment of leaders on two key dimensions - performance and potentialProvides a catalyst for robust dialog among senior leadersEncourages multiple perspectives for a much more accurate assessment (team vs. single opinion)Creates a shared sense of ownership for an organization's talent poolDiagnoses development needs and eases the transition to development planningIf we look at the previous section where we introduced the talent bench review, we see that John Smith is rated "II" for Potential and "III" on performance. If we were to map John Smith on the 9-box grid, his name would appear in the third and final box in the second row.

According to Wikipedia, an annual report is a comprehensive report on a company's activities throughout the preceding year. Annual reports are intended to give shareholders and other interested people information.

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A closer look at the 9-box grid

The 9-box grid should be used as a tool for tracking progress and development, rather than as a tool for labeling. Together, managers determine the developmental training and assignments that will be of greatest benefit to the organization and the individual. Following group input, the planning process continues with a list of possible development actions, including feedback, assignments, and training. Best practices require that managers monitor and review employee plans and progress, follow up with development discussions and meet regularly (e.g. monthly) to fine-tune development strategies.Now let's take a look at a practical example of what a 9-box grid might look like for fictional company ABC.

Using the 9-box grid, the company's future leaders can be easily identified as individuals in the third box of the top row - those who have mastered their current role and are ready for (and anticipating) new challenges. The scenario is the opposite for individuals appearing in first box in the bottom row. These employees are not meeting performance expectations and demonstrate low potential. The next steps for these "under performers" could include plans to improve performance or find a more suitable role for the employee.