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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
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