Presented by: Dan McCarthy Director of Executive Development Programs, The University of New Hampshire

Transcription

1 Using the 9-Box Performance and Potential Matrix to Assess (and Develop) Talent Presented by: Dan McCarthy Director of Executive Development Programs, The University of New Hampshire

2 About UNH Executive Development Programs

3 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 UNH programs

4 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 rock star!!!

5 Common Pitfalls and Challenges in Assessing Talent Current performance vs. future potential Inconsistent or questionable criteria Single, unchallenged opinion Looking for the silver bullet

6 It can cost a lot of money to do it well And cost even more if not done well!

7 With no money back guarantee!

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9 The 9-Box LEADERSHIP ASSESSMENT Below Average Average/good Outstanding PERFORMANCE 1C 1B 1A 2C 2B 2A High Too new to rate: POTENTIAL 3C Moderate 3B 3A Limited 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

10 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

11 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

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13 LEADERSHIP ASSESSMENT Below Average Average/good Outstanding PERFORMANCE 1C 1B 1A 2C 2B 2A High Too new to rate: POTENTIAL 3C Moderate 3B 3A Limited 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

14 Meeting Dynamics

15 Key Decision: Forced distribution? Or not?

16 The 9-box Development Framework PERFORMANCE POTENTIAL DEVELOPMENT MATRIX PERFORMANCE Average/Good Poor 1C AND 1B 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 Outstanding 1A 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 2C 2B Too New to Rate: Focus is onboarding, orientation, relationship building Provide a peer mentor Provide formal new leader training 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 Stretch assignments, things they don t already know how to do, assignments that take them beyond their current role; high profile, where stakes are high Give them a start-up assignment, something no one has done, a new product, process, territory, etc Give them a fix-it assignment, a chance to step in and solve a problem or repair someone else s mess Job change, rotations, job swaps, - an opportunity to experience a brand new 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 2A 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 3B POTENTIAL Development activities similar to 1A Difference is often degree of readiness for larger roles. Development is preparation for longer term opportunities Moderate 3A 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 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 hipro (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 highly valued expert Training that allows them to become more of an expert Limited

17 Development Most Effective Methods: Most Effective Courses: Job changes Challenging assignments Other people (coaches, mentors, good & bad bosses, 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

18 Sample UNH Program Framework: The Next Level Program PRE-WORK Readings 360 degree assessment Meet with manager/sponsor Journals Conference call with participants and managers PRE-SESSION (1 Week) Networking reception, introductions, CEO guest speaker or panel TIME IN BETWEEN (2 weeks) Pre-readings Phone calls Manager/Sponsor Check-in 360 degree debrief & follow up with Coach DAY 1 DAY 2 DAY 3 AM Overview Small Group Coaching Managing Yourself Leading Others AM Wellness (optional) Small Group Coaching Journaling Critical Thinking Conflict Management AM Wellness (optional) Small Group Coaching Journaling F&A for Non-Financial Manager PM Emotional Intelligence 360 degree assessments Small Group debrief LUNCH: Team building activity (possible) PM Be a Catalyst for Innovation Assignments EVE Dinner Speaker: Wellness Expert Assignments PM Performance Management Leading Change EVE Assignments PM Negotiations & Influence EVE Dinner Guest Speaker: Ethical Leadership POST PROGRAM: DAY 5 DAY 4 AM Wellness (optional) Overview Small Group Coaching Journaling Leading Teams CLOSE AM Wellness (optional) Journaling Strategic Thinking PM Individual Development Planning Small Groups: Company Application Graduation Next Steps CLOSE Other follow-up topics, i.e., HR Small groups Alumni event

19 Questions? Dan McCarthy Director of Executive Development Programs The Peter T. Paul College of Business and Economics The University of New Hampshire 10 Garrison Ave. Durham, NH Phone: LinkedIn: Dan McCarthy