The 9 Box Grid: A Practitioner’s Guide
Updated December 2021
The 9 box grid is a well-known tool for talent management and succession planning. In this practitioner’s guide, we will explain each box in the 9 box grid, the talent management action steps per category, and how you can use this framework in Excel for advanced reporting. Let’s dive in!
What is the 9 box grid? A definition
4 advantages of the 9 box grid
Creating a 9 box grid
The 9 box grid explained
9 box grid talent management
9 box grid for succession planning
9 box grid Excel template
Critique of the 9 box grid
What is the 9 box grid? A definition
The 9 box grid is a well-known talent management tool in which employees are divided into nine groups, based on their performance and potential.
When assessing employee performance, managers often pay attention to two things. First, how well they perform today, and second, how well they are likely to perform in the future (i.e. their growth potential).
For example, hardworking employees who do well in their role but have little growth potential are great to have in your team, as well as All-stars who perform well and have great potential. However, low-performing employees with low potential will require a lot of management attention and are unlikely to improve. They require a different approach.
The 9-box grid provides a framework that helps to manage all employees in an organization. In the next sections, we will explore how to assess performance and potential. Then, we will explain how organizations can use the 9-box grid as a performance management tool.
4 advantages of the 9 box grid
The 9 box grid is a very popular tool, and for good reason. It offers organizations significant benefits, such as:
- Being simple and easy to use – The 9 box grid model is an established tool with a fairly simple and straightforward structure. During your employee review, all you need to do is match them to the right box based on their performance and potential. The way the grid is visualized makes it easy to catch on, even for those completely new to this tool.
- Helping identify valuable talent – The 9 box grid allows you to spot high performers in your organization with great potential and identify what they need to improve to further develop. You’ll have the data to back up your decision of where and how to direct resources to engage and develop these employees. Additionally, when internal promotions come up, you’ll know exactly who to offer these opportunities to.
- A holistic approach to talent appraisal – This tool provides you with a more well-rounded approach to performance management. You won’t get sucked into a single element of an employee’s performance, and you will be able to assess both current performance and future potential.
- A versatile tool – The 9 box talent grid is useful not only for talent management, but also workforce planning. For example, this tool gives you a good overview of the potential of your employees and in which position they might thrive in the future. In other words, it makes succession planning easier. Or you can also use the 9 box grid to identify employees with leadership potential and move them onto management tracks.
Of course, the 9 box grid is not a tool without its faults. Later on in this article, we’ll take a closer look at the disadvantages of the 9 box grid.
Creating a 9 box grid
When we go about creating a 9-box grid, we go through three steps. Assessing performance, assessing potential, and bringing it together.
Step 1. Assessing performance
The nine-box consists of three performance categories: low, moderate, and high. During their performance appraisal, employees are scored on this performance scale.
There are many ways to score performance and each organization uses different methods. As an example, we propose the following structure:
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- Low performance. The employee does not match the requirements of their job and fails their individual targets.
- Moderate performance. The employee partially matches the requirements of their job and their individual targets.
- High performance. The employee fully meets the requirements of their job and their individual targets.
The advantage of this approach is that it sticks to the job requirements as defined in the organization’s job structure. It also relates to the person’s targets. Some organizations may have less defined job structures and work more with personal targets. In that case, you can put more emphasis on assessing target achievement.
Some authors propose the use of a four-point scale. Managers usually dislike giving negative feedback. A three-point scale makes it very easy to put someone in a ‘moderate performance’ category even though objectively they should have been categorized as ‘low performance’. A four-point scale forces the manager to make a more accurate choice (either above or below average).
Step 2. Assessing potential
The other axis of the 9 box grid is potential. Potential should also be scored during the performance appraisal and often falls into the following categories.
- Low potential | working at full potential. The employee is working at full potential and is not expected to improve, either because they are at maximum capacity or because of a lack of motivation.
- Moderate potential | develop in the current role. The employee has the potential to further develop within their current role. This can be in terms of performance, but also in terms of expertise.
- High potential | eligible for promotion. The employee performs well beyond the expectations of their position and responsibilities. They naturally and enthusiastically take on leadership roles, and are ready for a higher position.
Compared to saying that someone is at ‘low potential’, saying ‘full potential’ is less discouraging. We do want people to have a growth mindset and associate extra effort with improvements in performance. As such, communicating this requires some tact from the manager. For this reason, some companies decide not to communicate this potential score to employees.
Similarly, you should also be careful about telling employees they are eligible for promotion. There may not be any senior-level job openings available at the moment to fulfill this.
There is some correlation between performance and potential. However, there are cases in which someone who has low performance may be eligible for a promotion in 2-3 years. Take a management trainee fresh from university. This person scores high on capacity tests but has very little work experience. They may be low performance but have such great potential that they are expected to grow fast enough to be promotable in 2-3 years.
Some companies split up promotability and potential into two separate metrics. Potential is the growth potential of the employee, while the time until the next promotion is an indication of when a person is ready to be promoted.
Step 3. Bringing it together
The next step is to plot performance and potential on a 3×3 grid, resulting in the 9 box grid. The brilliance of this grid is that for each box in the grid, different talent management techniques can be used.
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The 9 box grid explained
Let’s go over the different categories in the 9 box grid step by step and look at how our talent management policies will differ per step.
In the bottom left corner of the 9 box grid, there are the employees who score low on performance and low on potential. There are different names for them, which include talent risk, bad hire, underperformer, and iceberg. Some even go as far as labeling them as ‘useless workers’ who need to be ‘fired immediately’.
We prefer the term bad hires – you should not have hired these people in the first place. But now that you have, you need to deal with them quickly but fairly.
If these bad hires stay too long, they will become icebergs, threatening the success of your organization. This is because investing in these employees will take away time, money, and other resources from employees with more potential to grow. Their work quality will also set lower standards for colleagues, who will spend more time cleaning up the mess of underperforming team members instead of adding value to the organization.
- Identify personal roadblocks that may cause the low performance and lack of growth. However, be careful to not over-invest in these people. That would be unfair to the rest of the employees who do perform well.
- Sit with the individual to see if there is a more appropriate assignment where they (and you) can utilize their skills better.
- If the first two options don’t bring quick wins, you should create an exit plan together where you help the person find a role that better suits their skills outside of your organization.
IIf bad hires are a common phenomenon in your organization, review your talent acquisition and your selection process.
Up or out
The next category in the 9 box grid is the up or out category. They include the medium performers with low potentials (up or out grinders) and the medium potentials with low performance (up or out dilemmas).
The grinders or effective specialists are medium performers but they do a good enough job to not fire them. This makes them a challenging group. They are low potentials so investing time and money in training them will not pay off. The best approach is to create a personal improvement plan. With the creation of this plan, you emphasize that their performance is mediocre, you help them understand where their points of improvement are, and you give them the opportunity to work on it. If this is not paying off and they are not moving into the high-performance group, you will have to make a difficult decision, hence: up or out.
The dilemmas or inconsistent players have some potential to be great but they are not performing. Here the question is why they are not performing. Here you go through the same process as before and try to identify what causes their mediocre performance. Are they new hires and did they have a bad onboarding experience, or maybe they don’t understand what you expect from them? As an intervention, you can enroll them in peer coaching or other mentoring programs. If this is not working and they are not progressing into a higher performance category, you will have to make a difficult decision.
- Create a personal improvement plan by going over personal roadblocks and skills required for the role that need to be worked on by the employee. Provide measurable expectations and clearly define what good performance will look like. The employee should clearly know what is expected of them.
- Check in every month and evaluate progress on the plan. Always document these meetings well as this will help you make a better decision and the employee is likely to benefit from a structured plan and feedback.
- If performance does not improve within 6 months to a year, you should create an exit plan together where you help the person find a role that better suits their needs outside of your organization.
Workhorses and dysfunctional geniuses
In the top bottom right corner and top left corner, we find people who excel in only one element in the 9 box.
The workhorses or trust professionals score high in performance but low in growth potential. They are the ones who you should take care of in your organization. They perform well and have a good work mentality.
However, they don’t have much potential for growth. This means that you should keep them happy and reward them but be careful of over-rewarding them. This will create a golden cage – something we’ve seen in the global banking sector. People sat comfortably in their role and had no incentive to switch jobs and develop themselves further, making them susceptible to recent process automation and digitization of banking processes.
The difficulty with workhorses is that in today’s world their work is bound to change at some point, and they may not be able to grow with their role. Imagine someone in the ‘90s who was great at their job but didn’t want to learn how to operate a computer… Some would argue that a growth mindset is key to being a good employee in today’s world – and they would have a point.
Also, don’t promote these people to roles with extra responsibility. This would invoke the Peter principle, first identified by Dr. Laurence J. Peter. According to Peter, “every employee tends to rise to his level of incompetence”. If someone performs well but has little growth potential, keep them happy and in their current role.
- Keep workhorses happy
- Analyze how their work will change in the future and help them prepare as far as possible.
- Raise salaries nominally but be careful with substantial raises and bonuses. Do not promote.
The dysfunctional geniuses, also referred to as enigmas or rough diamonds, are on the other end of the spectrum. They score high in potential but low in performance. An example could be a management trainee from a prestigious university. They haven’t learned the ropes yet but they are eager to learn. Here it is key to continuously track their performance – they should grow and increase their performance rapidly.
- Give the dysfunctional genius time to develop but monitor their performance. You are not only looking for improvements but for stable, solid performance. Keep in mind that it is easy to improve if performance is bad; if they are high in potential, they should be able to perform at a medium to high level within six to twelve months.
- Communicate clear expectations for their current role so they know what is expected of them.
- Communicate that you believe in their potential but also that they should improve their current performance.
- If they still score low in performance a year onward, you should create an exit plan together where you help the person find a role that better suits their skills outside of your organization.
The next three groups we labeled as ‘future stars’. They already make up the core of your workforce while also having the potential to grow into more advanced roles.
Your high potentials or growth employees score high in potential and average on performance. Oftentimes, this is because they haven’t had time to fully grow in the role yet. The priority here is to move them to the right position in the 9-box grid so they are in the top-right corner. The approach and action plan is similar to your core players.
Your core players are the ones who are reliable performers and who also have the potential to grow further in their current roles. Your main performance management priority is to bring these people to the right of the 9-box grid, where they score high on performance. The steps here are similar to those for your high potentials.
- Ensure that expectations and role requirements are clear.
- Give juniors in new roles the time to develop their performance to the highest level
- Consistently praise accomplishments, good performance, and initiatives that help to advance organizational goals. Also, monitor their performance and have regular sit-downs to ensure that they are still happy in their role.
- Expose them to short-term job rotation schemes to expose them to other experiences that will help them to perform better or job enlargement by adding activities that fit the employee.
- Enable them with peer coaching by a high-performing employee or professional coaching to solve any personal or professional issues that hold the person back (performance barriers).
- Provide these professionals with classroom training and on-the-job learning opportunities that help them develop the skills that they are good at or bring skills that hold them back to a higher level.
Your high performers are already in a good place. They contribute to your organization so the key strategy here is to keep them happy and engaged while ensuring that they will be up for the job not just now but also for years to come. If the high performer is ambitious and looking to move upward in the organization, you will want to improve their potential with different interventions.
- Keep high performers happy and engaged. Regularly check in with them and appreciate the work they do.
- Not everyone needs to be a star. If your high performer is happy in their current role and does not want a promotion or extra responsibility, that is also a great outcome. It is not feasible to promote the entire organization every few years so this may be a preferred outcome.
- Give them time to grow. If someone is not yet at full potential, it may mean that they need to grow more into their current role before they can move on to the next.
- Leverage techniques like job rotation and give them challenging assignments to expose them to different parts of the business. This will build their business acumen and prepare them for a broader leadership role.
- Find them a mentor who can help them grow and fulfill their ambition and provide training (and upskilling) opportunities.
The stars, also referred to as future leaders, are your high performers who are also capable of taking on new roles. These are your A-players and most valuable employees. They also play a critical role in succession management.
- Give your stars challenging assignments – they are the most likely of all your employees to pull it off. Examples are important internal projects, turnaround projects, or more external opportunities in start-ups or spin-off companies.
- Check-in with them regularly and assess if they are still happy in their current role. Ensure that you spot early signs of dissatisfaction. Praise them lavishly and ensure that they feel appreciated for the contributions they make to the company.
- Provide mentorship with more senior members of the organization
- Create networking opportunities with other stars and with senior members of the organization. These opportunities help to build a network between your top performers and your senior leadership.
- If they are interested in it, roles in external boards and committees could incentivize them, raise their public profile, and provide an interesting challenge and networking opportunity for them.
- Reward them and ensure that they receive competitive compensation. These employees contribute the most to your organization and you should reward them accordingly.
9 box grid talent management
In the previous section, we have explained how you can apply 9 box grid talent management. One of the key advantages of the 9 box grid is that it makes talent investment decisions easier.
Select International, an employee screening company, offers an interesting perspective. They propose that your total talent management and development budget should be allocated based on one’s position in the 9 box talent matrix.
If you had to invest $100, you should divide it among the different talent categories as is shown in the figure above. Bad hires who occupy the left bottom corner should be invested in the least, while the stars in the right top corner should get the most resources.
This also makes sense from a resource allocation and strategic perspective – as a business you will want to invest in the (human) resources that provide the largest return and that create the biggest competitive advantage. Investing in bad hires would take away resources from good and top performers.
This does mean that not everyone is equal – a message that not all HR professionals appreciate. We must accept that some people fit our company culture better than others, and not everyone is equally suited for the same role.
9 box grid for succession planning
In a similar vein, organizations can use the 9 box grid for succession planning as well. Succession planning should focus on your stars, who score high in performance and high in potential. These are the employees who will build the future of your organization.
We dive into this topic in much more detail in our full guide on succession planning.
The 9 box grid is a tool that helps in the identification of leadership talent. The leadership talent is then groomed for more senior leadership positions through leadership development, (performance) coaching, mentoring, regular 360-degree feedback, and other feedback methods.
The stars are the key employees in the succession matrix, where critical roles are mapped and different top employees are mapped in terms of their suitability for a role. When these roles become vacant, it means that there is talent ready to fill these newly opened roles.
9 Box grid Excel template
In our HR data analyst course, we take an employee database and put them into a performance management grid. Although it is a great exercise to train your Excel skills, we do recommend the use of specialized HR performance management software that has this function integrated. However, for advanced reporting, Excel may still be a good tool.
In this overview, you see the employee database on the left (containing 3143 employees) and their respective potential and performance scores. The pivot table in the bottom right corner shows the performance – potential distribution and the bubble chart on the top right shows the distribution with the size of the bubbles representing the size of the population.
This Excel visualization enables additional visual encoding. For example, if you were to plot the development budget on the 9 box grid and represent this by the color value of the bubbles, the overview could look like the following picture.
As you can see, there are some discrepancies in how the budget is allocated. Low-performing employees with medium potential are given more budget per person compared to low-performing employees with high potential. This should be the other way around. You can download the full 9 box grid Excel template with these figures here (note: the download starts immediately).
If you want to know more about how you can create compelling reports using storytelling and data visualization techniques, check out our .
Critique of the 9 box grid
Although the 9 box grid provides a clear way of managing talent and performance, it is not undisputed.
Its biggest shortcoming is arguably its connection to traditional performance management, characterized by a once-a-year, subjective rating by one’s manager. Many companies, including Accenture and Deloitte, have moved away from annual performance reviews, opting for continuous feedback instead. This provides more opportunities to improve performance as well as more data points to accurately assess performance.
We highly recommend measuring performance using as many objective data points as possible. Continuous feedback loops, as well as goal setting systems such as SMART goals or objectives and key results (OKRs), can serve a purpose here.
Additionally, transparency is key. Without clear communication about talent management practices, it can miss its goal and may result in a “rank and yank” system where employees are ranked against each other and the lowest end of the ranking being terminated (the yank).
This is not the intention of the 9 box grid. Instead, the 9 box grid should be leveraged to develop and cultivate talent, and through talent build a sustainable competitive advantage for the organization.
The 9 box grid can be a useful tool to manage employees with different levels of performance and potential in your organization. As such, organizations can use it for performance management, talent management, and succession planning.
Keep in mind that the true value of the 9 box grid is not about putting your employees into certain labels. Rather, it is during the assessment process and the discussions that you have afterwards that will give you the opportunity to evaluate employees’ successes and ensure that your organization invests in the right development strategies. As such, make sure to communicate clearly about the talent and performance management practices that you employ during the process.
What is the 9 box grid?
The 9 box grid is a well-known talent management tool in which employees are divided into nine groups, based on their performance and potential.
How do you create a 9 box grid?
To create a 9 box grid, you go through three steps: assessing performance, assessing potential, and bringing those two together.
What can you use the 9 box grid for?
The nine box grid can, for instance, be used as a basis for talent management (i.e. talent investment decisions) and succession planning.
How to use the 9 box grid?
After you’ve finished assessing the performance and the potential of your employees, and bringing them together, you can now map your employees onto the grid. Match them with the box that would fit their profile most. You can then use the result of your 9 box assessment to implement specific coaching, development, and talent management strategies for different groups of employees.
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What is 9 box succession planning? ›
The 9-box grid helps you determine which employees are ripe for promotion – typically those who are high performers and with high potential. Once you've identified these top performers, keep them engaged with challenges, rewards and recognition.What do you do with 9 box results? ›
You can then use the result of your 9 box assessment to implement specific coaching, development, and talent management strategies for different groups of employees.What is a 9 box score? ›
The 9-box grid is an individual assessment tool that evaluates an employee's current and potential level of contribution to the organization.What is a 9 box template? ›
The 9 box grid provides a framework to assess employee performance and enables succession planning. The exercise's grid maps employees against two axes: current performance and future potential. The vertical (y) axis indicates growth potential, referring to an individual's potential to grow into leadership roles.Is the 9 box grid outdated? ›
Most 9-grids are only used to keep management and supervisory boards happy, not to take concrete action with the talent on the list. One the 9-grid is ready, the information is already outdated.What is the 9 box grid called? ›
The 9-Box Grid & the Performance Values Matrix
A 'nine-box grid' is a matrix tool that is used to evaluate and plot a company's talent pool based on two factors, which most commonly are performance and potential. Typically on the horizontal axis is 'performance' measured by performance reviews.
Effective corporate succession planning increases the availability of capable individuals who are prepared to assume such roles as they become readily available. Leadership roles can easily be filled as senior executives retire or if senior management positions are vacated due to the resignation of key officers.Are there any disadvantages to using a nine box grid for succession planning? ›
Disadvantages of 9 Box Succession Planning
Even though managers use information from multiple sources, it can be extremely difficult to separate individual bias from employee evaluation processes. Personality trait differences, miscommunications, and personal preferences can still affect a manager's objectivity.
The matrix places “will” (willingness, enthusiasm and self-drive) on the vertical matrix and “skill” (core capability) on the horizontal. Willingness is related to motivation.” In short, the matrix enables managers to determine how to help every employee improve their performance.How can you tell high performers and low performers? ›
Look for feedback - Employees who are high performers will look for regular feedback from their managers and will actively act upon it. In contrast, low performers will not be interested in feedback, will not ask for it and are less likely to act upon it.
What is a 9 box talent assessment? ›
What is 9-box talent review? The 9-box talent review grid is a popular HR tool used to measure employee performance and to identify employees with leadership potential. Created by McKinsey in 1970, 9-box talent assessment was used by GE to identify key investments and to compare various business units.What should I discuss in a talent review? ›
A talent review is a meeting where company leaders discuss employee performance and how employees fit into future positions. The leaders should determine during the meeting which positions are key, meaning operations would halt if someone doesn't fill the position immediately.How do you make a talent map? ›
- Identify Staffing Objectives for the Future. First, you must align with your leadership team to get a feel for the broader company vision. ...
- Assess Current Employee Performance. ...
- Use Competitors as a Guide. ...
- Identify Key Industry Players and Create a Database of Passive Candidates.
The 9-box grid is a talent management tool widely used by managers to assess performance versus potential of employees, and to guide their plans for employee development and succession.How reliable is the electrical grid? ›
For decades, the United States has enjoyed an electricity grid that is more than 99 percent reliable, delivering electricity consistently and effectively to millions of households across the country.Why is the 9 box grid important? ›
The 9 box grid is a commonly used tool that pinpoints employee performance and allows leaders to better understand talent management. Each section of the grid represents a key data point for performance management, indicating current performance levels and their potential for growth.Is the US power grid stable? ›
The U.S. electrical system is becoming less dependable. The problem is likely to get worse before it gets better. Large, sustained outages have occurred with increasing frequency in the U.S. over the past two decades, according to a Wall Street Journal review of federal data.How do you measure employee potential? ›
One of the best ways to assess employees for high potential is through the use of personality profiling assessments. These are used by employers to help identify individuals with the character traits needed for a particular job role and determine whether they are likely to excel within that role.What is talent mapping process? ›
It is a process that works to help determine future talent needs, assess the viability of your current staff to meet those needs, source high-potential players in your field for future recruitment, and develop a strategic plan to fill identified skills and talent gaps.What is a talent management plan? ›
A talent management framework is the blueprint for how an organization will execute its talent strategy. It typically includes recruitment, hiring, engagement, development, performance management, recognition, and succession planning.
What is the most challenging issue in succession planning? ›
The temptation to hire someone that fits a certain stereotype can override logical, skill based thought processes. Planning ahead to identify characteristics required for a successor will ensure the candidate with skills best suited to the job(beyond their age, gender and background) will be hired.
A lack of insights into the skills of employees, existing biases, and the absence of transparency often leads to poor succession planning and talent pool scarcity.What is a succession plan example? ›
Succession plans should include a rating system that measures how prepared a candidate is to step into a role. For example, a promising but inexperienced candidate with the potential for success might be given a readiness rating of five.How do you create a basic succession plan? ›
- Step 1: Identify significant business challenges in the next 1–5 years.
- Step 2: Identify critical positions that will be needed to support business continuity.
- Step 3: Identify competencies, skills, and institutional knowledge that are critical success factors.
- Step 4: Consider high potential employees.
- Understanding the culture of succession. ...
- Transferring family assets to the next generation. ...
- Developing competent children. ...
- Communicating across the generation gap. ...
- Engaging in long-term planning.
- Define performance and potential in your company.
- Identify how your company measures performance and potential.
- Create a two-way table to compare performance and potential.
- Work with other managers to assess employees.
- Check-in with employees to deliver feedback and make future plans.
Hi Ken, 9 represents the SUM function, for all the cells from the indicated range. There is another version of the SUM function in SUBTOTAL: Subtotal(109,E1:E132).How do I add 9 rows in Excel? ›
- Select the heading of the row above where you want to insert additional rows. Tip: Select the same number of rows as you want to insert. ...
- Hold down CONTROL, click the selected rows, and then on the pop-up menu, click Insert. Tip: To insert rows that contain data, see Copy and paste specific cell contents.
A cell range in Ms Excel is a collection of chosen cells. It can be referred to in a formula. This is defined in a spreadsheet with the reference of the upper-left cell as the minimum value of the range and the reference of the lower-right cell as the maximum value of the range.How can I improve my matrix skills? ›
- Determine the skills needed to complete a project. ...
- Gauge each team member's current level of skills. ...
- Rate each team member's level of interest in a skill. ...
- Use the information from the skills matrix to determine any missing skills needed.
How do I identify my skills and will? ›
Simply put, skill is how competent a worker is at a specific task or how effective they are in their role. Will is how motivated they are to complete their task or perform their role well. It's often easier to assess someone's skill vs their will, as skill can be measured and evaluated objectively.How do you identify a skill or will issue? ›
Skill v/s Will
Skill is the combination of an individual's aptitude, natural talent, training and experience, whereas, will is the desire to achieve; the incentive to complete the task effectively. An individual with a skill issue can be helped by adequate training and coaching in the specific area of need.
To become a high performer, you must seek clarity, generate energy, raise necessity, increase productivity, develop influence, and demonstrate courage. This book is about the art and science of how to practice these proven habits.Why do high performers fail to get promoted? ›
High performers fail to get promoted because they have been taught to work hard and focus on mastering the job itself. This hyper-focus on work performance can lead to missed opportunities (like a promotion). A survey found that 24% of workers believe that working hard is most helpful in receiving a job promotion.How do I know if I am being groomed for promotion? ›
In summary, signs you are being groomed for promotion include signs of more feedback, an increase in workload, autonomy, and trust to make decisions on your own, invitations from managers above yours, involvement with big-picture projects or decisions.What is common talent assessment test? ›
Talent assessment tests help employers to predict the performance and impact of the employee; companies seek employees who are not only qualified but who can fit into their culture. Talent assessments are based on analyzing candidates' data and on scores from specific exercises they take.How can I impress my performance review? ›
- Talk about your achievements. ...
- Discuss ways to improve. ...
- Mention skills you've developed. ...
- Ask about company development. ...
- Provide feedback on tools and equipment. ...
- Ask questions about future expectations. ...
- Explain your experience in the workplace. ...
- Find out how you can help.
- Take control. ...
- Toot your horn. ...
- Remind your manager why she likes you. ...
- List your biggest accomplishments. ...
- List Your Strengths. ...
- Identify your weaknesses before your manager does. ...
- Have a fix. ...
- Make a list of SMART (Specific, Measurable, Attainable, Relevant, Time-Based) goals.
Consider your strengths
An effective answer to "What is your hidden talent?" shows the interviewer that you possess qualities that can benefit the organization. With that in mind, consider writing a second list, with this one comprising the strengths you wish to convey to the interviewer.
In each cell, you put employees that meet the two criteria. You can create your own 9 box grid in Excel or download our free template right now.
What does 9 in Excel means? ›
9 represents the SUM function, for all the cells from the indicated range. There is another version of the SUM function in SUBTOTAL: Subtotal(109,E1:E132).Who created the 9 box grid? ›
Created by McKinsey in 1970, 9-box talent assessment was used by GE to identify key investments and to compare various business units. The process later evolved into a widely used HR tool to assess the performance and potential of employees within the company using the 9-box talent grid or matrix.How do you assess employee potential? ›
- Talented in their job role.
- Keen to pursue leadership opportunities.
- On board with company culture.
- Empathetic and emotionally intelligent.
- Calm under pressure.
- Collaborative workers who perform well in groups.
- Able to use their initiative and work autonomously.
- Trusted and respected by their colleagues.