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All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
A three-by-three matrix plotting demonstrated performance against assessed potential. Its value is comparative, it shows where a team is dense and where it is thin. A single person's position, read alone, tells you very little.
A 9-box is normally filled in during a talent review meeting after appraisal ratings are final. Each manager brings a provisional placement for their people, and the group challenges placements one by one, especially in the top-right and bottom-left boxes where the consequences are largest.
For example, in a 40-person function, HR might find 15 people placed as high potential. That is usually a sign the potential criteria were not written down. A short definition, such as readiness to take a role one level up within two years, brings the count to something the succession budget can support.
The grid then drives actions: stretch assignments for one box, a performance plan for another, retention conversations for strong performers in critical roles. The mistake is treating the placement as a label shared with the employee rather than as an input to a plan that is revisited next year.
A three-by-three matrix plotting demonstrated performance against assessed potential.
Performance and potential.
Comparison: it shows where a team is dense and where it is thin.
Very little, read alone.
No. Performance is demonstrated; potential is assessed.
Both are comparative, looking across people rather than at one in isolation.
Nine, from a three-by-three grid.
Reading a single person's position alone rather than the team's distribution.
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