- What is the 9 Box Talent Review Grid?
- Setting out the process of development talent management and succession
- talent assessment
- Talent Review | Conducting a Talent Review Meeting
- Talent Review | Conducting a Talent Review Meeting
- Why Succession Planning is essential: The Case of the Runaway Talent
- The Unbearable Weight of Massive Talent Review
What is the 9 Box Talent Review Grid?
What is a nine box talent review grid?,Hey friends, Josh here, founder of HR University, and in this video,well talk about a unique concept called the Nine Box Talent Review,Grid, or the nine box grid for short.,But before we get into it, dont forget to subscribe to this channel,for regular HR University updates.,Now lets go ahead and jump in.,So the nine box grid is an individual assessment tool that,evaluates an employees current and potential level of contribution,to the organization and places the employee into one of nine groups a.,For example, there are hardworking employees who do well in their role,,but have little growth potential and are still great to have on your team.,You also have Allrounder employees who perform well and have great potential,,and at the same time, you may have low performing employees with low potential,who will require a lot of management attention and are unlikely to improve,,and they require a different approach.,McKinsey created this nine box grid in 1970.,Since then, HR institutions have broadly accepted this as a great matrix to use,and an important concept to include in their talent management processes.,And today, the nine box grid is still one of the most used company,tools for worker evaluation.,It helps business owners identify new talent and high prospect.,The tool also evaluates how well or how poorly employees perform during,their working hours if they are truly cut out for the job theyre doing,,and if they have any potential of improving their existing skills.,The nine box grid shows the companys HR department and managers in overview,of employees abilities and downsides and their productivity, or the lack thereof.,Its quite easy to use and itll give you a holistic approach to,assess your employees with Flex.,And this is what the official nine box talent review grid looks like.,Lets discuss what each box stands for.,As a term suggests.,The grid has nine boxes that you can see represented in a,horizontal and vertical row.,The horizontal row or access designates performance, whereas the,vertical row or access represents a potential of a particular worker.,The higher up the worker goes on the access, the more room there is for,expansion of the workers potential.,And the further a worker goes on the right of the grid, the better their perform.,Now, if you have employees that, lets say, fall on the lower left side of the.,, this is where things can get tricky.,These employees are considered the least effective achievers and have,the poorest chance for advancement.,As for employees that fall to the lower left side, they are the most successful,achievers and promise a great future.,They fall on the utmost upper right box, the grid, meaning theyre both,high performers and have great potential to develop their skills even further.,And now for the secrets on how to create your own nine box grid, the first step,to creating a nine box grade would be to evaluate the employee perform.,Every box, whether vertically or horizontally, has low,,average and high markings.,And here the performance boxes are horizontal and scale left to,right with the utmost left box, suggesting the lowest performance.,using the data collected through these performance boxes, managers can,assess their workers performance.,Initially.,If your workers fall in the category box of low performance, it means they,do not meet their work criteria at hand.,And most of the time they also fail to meet their specific work goals.,And the average performer is just that average.,These employees somewhat fit into the job description and,work ethic that they belong to.,Theyll moderately align with the job needs as well as their personal goals.,And the third type of employees includes those that fall into the high perform.,Category box, meaning they can satisfy each and every job criteria,as well as their personal goals.,As for how you should assess the criteria of which employee into,which box falls, heres a drill.,First, you have to know that the framework is based on the clear employee role,within the firm and the way that the employee satisfies the roles criteria.,But thats not all though.,Some managers, for example, will choose to evaluate employees,performance based on other aspects, including personal objectives,,teamwork and feedback findings.,The next grid phase to discuss is evaluating the potential of the employees.,and this phase is quite similar to the performance phase, since a category,of potential is graded identically to it through indicators such as,low average and high potential.,But rather than trailing just performance, analyzing potential uses,all performance data collected to decide if employees are presently performing,close to their maximum potential.,Potential also classifies whether the employees are improved in,their work role or if theyre suitable for gaining promotion.,When an employee falls in a low potential box, this means the employee,is working at peak output and theyre not likely to enhance their potential.,The cause of this is mostly due to the employees absence of desire,to work at their maximum potential.,And if a worker falls into the next category of average potential,,they most likely have the ability to advance from their present.,The advancement is assessed in relation to their skills.,However, here performance can take a crucial key point of assessment as well.,For the employees that belong in the box of high potential, theyre entitled,to advancement in a job position either right away or as soon as possible.,Its not easy to evaluate a workers potential, even though the technique is,quite frankly the same as the performance.,One poor or mediocre performance may demand further instruction,or come to the conclusion.,The employee might not be at all suited for the position, and with,all this information you need to assemble the puzzle pieces accordingly.,Evaluating all necessities from a potential and performance standpoint.,And that will give the HR management or the general manager,a clear picture of their status.,If every companys employee falls into the lowest row, they can still perform,duties and work related activities, but their development to become even,better at their job will be constrained.,Keep in mind that this doesnt necessarily mean that all workers should long in,the utmost upper right corner of the.,You should also consider the fact that the company may not be satisfying,their professional objectives and personal aims, and that they may,begin to apply for jobs elsewhere.,So keep in mind that all nine boxes in the grid can be interpreted,from an employer and employee view.,And one more thing before we go, consider that the nine box,talent review grid isnt flawless.,In fact, its mostly subjective, so it doesnt quite measure aptitude,,and it certainly isnt generally transparent for all company types.,The genuine worth of the assessment of this grid is made through sub,sequence debates, and this grid isnt appropriate to make your final,decision on any employee because it lacks additional context, including,basic things like their relationship with their manager and team members.,However, it is a great tool to identify your workers general,position and make positive or negative notes about them depending.,Whats their potential look like and how well they perform?,Of course.,And there we have it.,In this video, we covered the topic of the nine box talent review grid.,If you enjoyed it, make sure to like this video and subscribe to our channel, and,that way you can keep up to date with everything, hr, and Ill go ahead and,see you on some of our following videos.,Cheers.
Setting out the process of development talent management and succession
thank you John and this in this webinar,is as John said were gonna be looking,at talent management were going to,first of all determine what we mean by,talent and also what we mean by talent,management and then well develop some,models that we can use to help manage,talent and then were going to look at,who we might want to have in the town,pool and discover that talent management,is actually a continuous process so what,do we mean when we talk about talent and,if we look at the dictionary definition,then that term means that talents all,about natural aptitude or skill and that,sounds good because thats what we want,in our firms and we want people with a,natural ability to do something and to,do it well so from a business serve you,point talent refers to people in the,business who make a difference by,contributing today or in the longer term,based on the potential so surely this is,what we want in every business after all,were only going to recruit people,wholl eat our role acquirements arent,we,well weve immediately introduced the,idea that some people might be expected,to excel were going to tap into their,potential whereas if were recruiting,those who meet the role requirements,based in in the job description,then were expecting them to perform,their role as listed in their job,description so following on from our,definition of talent it stands to reason,that talent management is about the,process of dealing with our employees,and controlling what they do we hope,that by managing them effectively,theyll perform at the level that we,need them to talent management is,actually about more than just managing,its about putting in place activities,and processes that help attract retain,motivate and develop the talent needed,in the business and the implication is,that its not about performance today,but about evolving to meet the,performance needs of the business,tomorrow so sticking with our plant,analogy for a few minutes we buy seeds,we grow seedlings and we nurture them we,water them and we,sure that they dont get too much Sun,difficult this weather but we ensure,they dont get too much Sun and we make,sure that they dont dry out we treat,them all the same they grow into healthy,plants that need more water more,attention to ensure that they remain,healthy and eventually they turn into,wonderful blooms that give us great,enjoyment but some plants dont make it,no matter how much miracle grow we throw,at them they dont produce the blooms,that we expect to see there are adequate,giving some flowers and and you need to,make a decision do you continue to feed,Miracle Grow in the hope that youll get,the blooms you want do you spend the,money on Miracle Grow or do you just use,water which is gonna be much more,cost-effective and so what about slow,growing plants do you use Miracle Grow,on them or do you manage them with water,only there are lots of decisions that,need to be made and its all about,strategy and talent management can be,considered in the same way as our higher,plants here do you treat everyone in the,same way once youve selected them and,inducted them into the business or do,you select those people you think will,perform best those who show potential,and only invest in those people an,interest in an perhaps controversial,question that will leave hanging for the,minute so as weve established that,talent management is about making sure,that the business has the right people,in the right jobs but more than that the,right people in the right jobs always,and this will depicts the sub processes,that make up your talent management,strategy Im not going to cover this in,any more detail other than to say that,talent management is predicated on the,fact that talent is selected in the,first place so now back to our question,who do we develop were going to look at,two models that can be used to help,business manage and develop talent and,these models may help in deciding who we,train and who we develop,so the first one was developed by,General Electric and its known as the,GE nine model and youve got this in,your workbook lots of people have,created different versions of this,matrix so if youve come across it,before you go into perhaps see different,names in the boxes and a different,orientation in some cases so this model,measures the employees current,performance on the vertical axis and,future performance so future potential,on the horizontal axis each employee,gets allocated to a box and each box is,given a meaning and suggests the course,of action perhaps that you should take,with the employees in that box,high-performing high potential employees,are your star performers the the top box,there on the right hand side on the top,row theyre your potential future,leaders and you should aim to retain,these employees reward them promote them,and develop them high performers with,medium potential thats the center box,on the top row there your rising stars,there they may not be a future potential,but they can develop in the current,roles and you should be looking after,them rewarding them developing them and,recognizing them you solid performers,theyve low potential about high,performance there perhaps experts in the,job that they do and theyre likely to,stay in the same role and theyll keep,performing at a high level and they,could possibly be mentors for others in,the organization in the same or similar,roles and he should end with these,people to retain them and they sure that,their skills are kept up to date so as,the top row taken care of lets think,about the people in the middle row high,potential but median performance bear,that little Rockets and theyre aiming,for the stars so theyre likely to,become you star performers in the future,and with them you need to let them,master their current role and give them,a career path that mapped out for them,and to develop their skills and give,them a good career path and retain them,if you can,steady performers are just that theyre,solid talent this group should be,developed ah you should monitor,performance with these people as they,commute to any of the other eight boxes,because theyre in the middle there the,inconsistent performer has low potential,and a median performance theyre likely,to be on target as far as performance is,concerned theyd the cruising theyve,reached the reach perhaps reach the,limit of their potential but the aim,with this group is to develop their,skills and if possible try and motivate,them to improve their performance,so that leaders with the the bottom row,the low performers,so the potential gems theyve got high,potential but theyre performing at a,low level this may be because they like,the skills they need to perform in in,their job and in the roles that theyre,expected to undertake they may be moved,into a new job without correct level of,support and training and the best,intervention here is to determine what,training is required to harness the,potential and improve their performance,average performers or they exhibit low,performance as a result of reaching,their potential in many cases,interventions here are needed to,determine if full potential has been,reached and what can be done to improve,their performance in the final box is,labeled risk those with low performance,and low potential may not performing at,the level thats required these are,often employees were put in a corner and,ignored and weve all had some of those,people in our organizations they caused,problems because the block roles are off,a little in the way of performance and,theres certainly no potential to put,them into any other roles employees in,this box needs to be performers managed,into adjacent boxes or out of the,business if theyre unable to perform to,an acceptable level,so taking this model as a whole the blue,boxes represent employees with high,potential or high performance or both,and these are your retainer all cost,employees the brown boxes are your try,and retain and develop group those in,the orange
More: midwest book review
so one of the questions we get asked,often times by our clients is how do we,make sure we got the right people and,the right seats on the bus if you will,and I want to share with you a tool that,you can use to evaluate your talent in a,simple effective way its called the,nine box and and in its a its a simple,process that enables you to look at your,talent from two different perspectives,performance and potential it gives you,guys it would give you an objective view,of where to invest you know your,training and development dollars limited,monies that people can invest in their,folks and this is an exercise that helps,you figure out kind of where do we get,the greatest return on our investment,similarly on the other end it gives,everybody a common view of kind of where,are the the people issues that we need,to address low performance low potential,go or grow strategies as we call it the,most important benefit I think from,doing the nine box exercise is it gets,leadership team members on the same page,common approach it levels the playing,field in terms of how we all view our,respective talent so how would you go,about doing this well heres heres some,things that that are important to,consider when you do a nine box exercise,first of all theres pre work there is,some homework that the leadership team,members have to do they have to come,prepared to the meeting that youre,gonna hold with them with having,identified where all of their people,fall top third middle third and bottom,third with regard to performance top,third middle third bottom third with,regards to potential so they have mapped,out their team members in advance of the,meeting and theyve come prepared to,talk about their strengths their,developmental needs why they place them,where they did then youd facilitate if,you will a half-day two full-day,workshop where everybodys talking about,where their people fall on the nine box,grid youre putting sticky notes on the,board if you will of where their people,fall kind of been around one exercise,everybodys talking about their talent,youre capturing those notes and,information about the conversations then,youd have around to where you actually,have the movement of where you see,people ending up and I,box but again youre all working off,from a common framework or starting,point if you will at the end of that,session youd be documenting very,specific action items and steps whos,going to do what in terms of,conversations what actions happen next,so youve got a very good plan put,together at the end of that meeting and,and the other question that that,oftentimes gets asked is how often,should you do this well you should,facilitate this at a minimum on an,annual basis you know your leadership,team should be sitting around the table,having this conversation about your,talent your business needs change people,grow some people might might come and go,from your team so kind of real Evelynn,the field and resetting the nine box,every year is a good thing and you may,even want to go down the path of,evaluating it on a quarterly basis you,know but its a great tool its simple,its easy to use and and we find it have,great success with people we work with
More: top of the lake review
Talent Review | Conducting a Talent Review Meeting
,[music],Hello my name is Mike. ,In this tutorial I’ll show you how to conduct a talent review meeting ,and calibrate workers.,,I want to look at our team and discuss who has ratings we want to calibrate. ,And while we’re reviewing our talent,,I also want to look at our succession plans.,,This is the talent review dashboard that displays the selected ,review population based on their performance and potential.,I can change the rating view as needed, ,but right now I want to focus on performance and potential.,,If we need to, we can focus the meeting in a number of ways – ,such as a particular manager’s workers, specific locations, jobs, ,grades, and competencies. ,However, right now I want to look at the entire review population.,,We can also enhance the display and select ,what we want to view on the dashboard.,,If I hover over a worker, I can see more information about that worker ,specific to the current view.,,I can select a worker and then see a list of additional actions ,I can take on that worker, such as viewing more details.,,I can also right-click a worker to see the additional actions.,,Before I calibrate ratings, I want to see how these workers were ,plotted in their most recently completed talent review meeting. ,,We can see who’s moved and who’s ratings are unchanged. ,For example, Elaine was Adaptable Talent in her last review meeting, ,while Lillian was still Key Talent.,,Based on the information we’ve looked at, we think Lillian is a Rising Talent. ,So I’ll move her to that box and confirm her new ratings.,,,I’ve got 3 people in the Holding Area, which means they’re missing ,one or both ratings for this particular view. ,who these workers are and then move them as needed.,,I can also switch to the Table View to get an overview ,of all the ratings and change ratings quickly.,,I can associate succession plans and talent pools to a review meeting.,,As we’re rating workers, we can also discuss which if any of these ,workers would be suitable successors ,for the Vice President of HR position.,,We’ve already identified 2 potential successors, ,and based on our discussions we think Lillian ,is also a good candidate.,,I can drill down into the succession plan to review the potential,successors we’ve identified, and look at the impact of loss, ,risk of loss, and other ratings for each one. ,,I can also add or create new succession plans ,and associate them to this meeting as needed.,,We can have the same discussion around Talent Pools, ,and add workers to them, just like Succession Plans.,If we have more changes we want to make later, ,I can save and close this meeting and come back to it. ,Once everyone has been evaluated and we’ve finished calibrating ratings, ,I’ll submit the meeting and the ratings are updated in each workers profile.,,,This concludes the Conducting a Talent Review Meeting tutorial.,,[music],Thank you.,[music]
Talent Review | Conducting a Talent Review Meeting
,[music],Hello my name is Mike. ,In this tutorial I’ll show you how to conduct a talent review meeting ,and calibrate workers.,,I want to take a look at our team and discuss who has ratings we ,want to calibrate. And while we’re reviewing our talent, ,I also want to take a look at our succession plans.,,This is the talent review dashboard that displays the selected review ,population based on their performance and potential. ,,You can change the background colors when setting up the meeting. ,For example, you may want a green color for your top row and,red for your bottom row to draw attention ,to the employees in that row.,,I can change the rating view as needed, ,but right now I want to focus on performance and potential.,,If we need to, we can focus the meeting in a number of ways,,such as a particular manager’s workers, specific locations, jobs, ,grades, and competencies. ,However, right now I want to look at the entire review population.,,We can also enhance the display and select ,what we want to review on the dashboard.,,If I hover over a worker, I can see more information about that worker ,specific to the current view.,,I can select a worker and then see a list of additional actions ,I can take on that worker, such as viewing more details.,,I can also right-click a worker to see the additional actions.,,Before I calibrate ratings, I want to see how these workers were ,plotted in their most recently completed talent review meeting. ,,We can see who’s moved and whose ratings are unchanged. ,For example, Elaine was Adaptable Talent in her last review meeting, ,while Lillian was still Key Talent.,,Based on the information we’ve looked at, ,we think Lillian is a Rising Talent. ,So I’ll move her to that box and confirm her new ratings.,,I’ve got 3 people in the Holding Area, which means they’re missing ,one or both ratings for this particular view. ,,I can see who these workers are and then move them as needed.,,I can also switch to the Table View to get an overview of,all the ratings and change ratings quickly.,,I can associate succession plans and talent pools to a review meeting.,,As we’re rating workers, we can also discuss which, if any, ,of these workers would be suitable successors ,for the Vice President of HR position.,,We’ve already identified 2 potential successors, and,based on our discussions we think Lillian is also a good candidate.,,I can drill down into the succession plan to review the potential ,successors we’ve identified, and look at the impact of loss, ,risk of loss, and other ratings for each one.,,I can also add or create new succession plans ,and associate them to this meeting as needed.,,We can have the same discussion around Talent Pools, ,and add workers to them, just like Succession Plans.,,If we have more changes we want to make later, I can save and close ,this meeting and come back to it. Once everyone has been evaluated ,and we’ve finished calibrating ratings, I’ll submit the meeting ,and the ratings are updated in each worker’s profile.,,This concludes the Conducting a Talent Review Meeting tutorial.,,Thanks for watching.,,[music]
Why Succession Planning is essential: The Case of the Runaway Talent
the case of the runaway Talent in a city,not too far away,farmer good is in the myth of their,annual succession planning activities,Sally plan well the director of HR is,reviewing employee files and taking,personal recommendations to identify,successors for farmer goods key roles in,a meeting with Laura lively the,vice-president of scientific research,Sally was surprised to learn that Laura,will soon be retiring Sally asks for,feedback on potential successors Laura,nominates her golf buddy Charlie poor,fit even though he is new to the company,sally takes note and names him as a,successor to the VP of scientific,research position after hours of,scouring binders and sitting through,countless meetings,Sally completes her yearly succession,planning exercise,meanwhile down in the lab Jeff hi Talan,senior research scientist is working on,a groundbreaking disease cure suddenly a,headhunter calls from farmer Goods,competitor Pharma big with a great job,offer with no sign of advancement at,pharma good he decides to try his luck,with Pharma big Jeffs knowledge skills,ideas and passion will not be easily,replaced,a few months later after Jeffs,departure the disease cure stalls also,Charlie is overwhelmed in his new role,and has made many promises that he cant,fulfill with the loss of Jeff and,Charlies poor fit Pharma good has been,seriously impacted the leadership team,is extremely unhappy Sallie realizes the,flaws a Pharma Goods succession planning,process but its too late its too late,meanwhile over at Pharma big Jeff,discovers the cure the company announces,the news and their stock price soars,lets try that again this time with s ap,talent visualization by Nagisa,she launches a talent report called key,positions that shows her all the roles,that are critical to organizational,success,she identifies an upcoming vacancy for,the VP of scientific research position,sadly runs a profile match and,identifies several well-qualified,candidates for this role,Jeff high talent has exceptional,competencies qualifications and,experience for the position she drills,down into each candidates profile and,quickly sees that Jeff is flagged as,having a high risk of loss analyzing his,qualification she realizes that he has,critical knowledge and skills that are,not easily replaceable,aah-ha she clearly sees that Jeff is the,right fit she meets with Jeff to discuss,his career goals he is very excited at,the potential of advancement back in her,office she nominates Jeff as a successor,for the key role,later Jeff gets a call from farmer bigs,headhunter but he is not interested in,the offer because of his promising,career at farm a good a few months later,when Laura retires Jeff advances to VP,of scientific research shortly,thereafter Jeff successfully destroys,the virus and receives accolades on a,job well done the announcement of Jeffs,breakthrough has made the leadership,team very happy Jeff was the right fit,for the VP of scientific research,position his success is Pharma good,success,SAPT VN sally was able to visualise what,matters most and place the right person,in the right role at the right time,you
The Unbearable Weight of Massive Talent Review
whats the worry here nick youve lost,some of your talent as an actor,no having a deep and abiding love for,the vast filmography of nicolas cage is,not an outright requirement for enjoying,the unbearable weight of massive talent,the pleasingly meta new action comedy,from tom gorman but it would certainly,help nicholas cage is predictably,delightful as nicolas cage in a movie,that has a good bit of fun with the idea,of what it means to be nicholas cage we,got another offer its a million bucks,its to attend a wealthy gentlemans,birthday party i would never do that,its the easiest gig ever you play,yourself,on paper this movie is annie cage,obsessives dream project its cage,fully embracing both the perception of,who he is as a performer and what people,assume about him as a person and taking,both those things to absurd extremes at,the same time its extremely easy to,imagine a ruinous version of this movie,that demolishes all that goodwill hes,built up over the years if unbearable,weight of massive talent boiled down to,nothing more than him playing up the,various memes and jokes people have been,making about his career for decades itd,be well unbearable thankfully unbearable,weight is not that well mostly not it,certainly has its moments of playing to,the cheap seats riffing on face off and,the wicker man and featuring possibly,the most heartfelt tribute to guarding,tess ever uttered but those moments,arent the bulk of the movie instead,gormagen wisely puts the films weight,on the shoulders of cage and pedro,pascal who plays javi a wealthy spanish,businessman and nick cage superfan is,this supposed to be me its,protest,ill give you twenty thousand four the,pair makes for an irresistible,combination as cage slowly warms to,javis overwhelming fandom and javi,basks in the glow of his idol with,adorable innocence pascal is,tremendously funny and sweet here,playing javi with just the right amount,of fanboy glee without teetering over,into obnoxiousness as their friendship,develops you understand why cage would,come around on the guy the films best,scenes almost uniformly feature cajun,pascal together as they bond over their,shared love of cinema or their,admiration for each others shoes if the,movie sags anywhere its around the,edges of its central relationship sharon,horgan and lily moshine are both quite,good as cages estranged wife and,daughter but they arent given a great,deal to do beyond reacting mostly,negatively to the antics cage gets up to,throughout the film theres a whole cia,plot that never finds much traction,either though its mostly there to,propel cage into increasingly absurd,situations and that works just fine,especially early on as cage wobbles his,way through stressful attempts at spike,craft its just unfortunate that tiffany,haddish and ike berenholtz playing,cages cia handlers have so little to,work with presumably you hire actors,like them to deliver jokes but outside,of an extended riff on the croods 2,their characters are mostly relegated to,reaction duty have you seen croods 2 no,im 44 years old what would i see croods,too ive seen face-off and con air at,the same time its hard to imagine,anyone coming to the unbearable weight,of massive talent for those specific,aspects youre likely here because,nicolas cage is doing the nicolas cage,thing as nicholas cage whatever,reservations he may have had about,taking on this project at the outset,dont come across one bit in the final,film he shows a great willingness to,poke fun in his own larger than life,persona his energy especially alongside,pascal is infectious and that energy,carries the unbearable weight of massive,talent past being a mere curiosity into,something pretty memorable nothing about,this movie would work if cage couldnt,give himself over entirely to the films,vision of what it means to be nicholas,cage but then again giving himself over,entirely to the role is pretty much what,it means to be nicholas cage so maybe,there was never really anything to worry,about,what have you got there divine,inspiration,it probably goes without saying that,nicholas cage obsessives will get,precisely what theyre looking for out,of the unbearable weight of massive,talents meta exploration of the actors,persona but the real heart and soul of,the picture is cages on-screen bromance,with pedro pascals hobby their,chemistry carries the movie into far,more memorable territory and more than,makes up for a few of the films less,interesting elements,for more movie reviews check out what we,thought of fantastic beasts the secrets,of dumbledore and sonic the hedgehog 2.,and for everything else stick with ign,mr cage,it turns out we could have just walked,around wow,[Music]