Seeking Feedback on My 9 Box Matrix Presentation for HR Development and Retention Strategies

Dear All,

I was required to prepare a mock presentation on the Nine Box Matrix, a concept used for Organizational Development. Below is the description given to me, on which my presentation had to be prepared.

Attached is the assignment that I have prepared in response to the guidelines. I request HR professionals to provide their valuable feedback. This is not a very prevalent subject, and there is not much subject matter available in this regard. The report prepared by me is purely based on analysis and experience.

A gentle request to kindly put in your comments or share any material available on this subject.

Thanks,

Tina Fernandes

ABC Pvt. Ltd Overview

ABC Pvt. Ltd is a heavy engineering company. Despite the market growing slowly, ABC has been able to grow consistently and achieve its goals.

The main strength of ABC is its competent human resources. The challenge now is to develop and retain these human resources, as they are the differentiating factors when it comes to competitors.

The management has asked the HR department to work on a framework to retain and develop their talent. The total strength of employees is 650, which includes around 70 employees in people management roles.

The HR representative is required to propose a 9 Box Performance-Potential Matrix to create a foundation to design all development programs. The 9 Box Matrix will also be integrated into the Performance Management and Leadership Development framework.

Hi, the first draft looks good. Please find below my suggestions.

Methodology of Measuring & Capturing an Employee's Potential and Performance

The methodology given is good. Make sure to know about the tools adopted in measuring employee potential: the HJA/PPA/fish-pond/in-tray/behavioral interview/Wesley's scale for rigidity.

Now, the 9 Box rating scale does not relate back to the first exercise of describing the ways to measure potential and performance.

Site examples that clearly show the employee's level of performance and potential consistently in each box. You may take 2-3 points each of potential and performance in all. The reason I say so is clear from:

"Low on potential, high on performance" box does not state anything that marks him as low on potential. Standalone, the credentials look that of a high potential person. You may want to add something depicting the low potential and map all others against the same parameters.

So if you talk about two points of one low performer, talk about how the other is moderate or high using the two points only.

See how BARS are created; that will give you a better idea of the rating scale, which is the base of the 9 Box exercise you have done.

Honestly speaking, this is great work, still keeping in mind you have done it yourself with only a few references.

Good luck if your presentation is ahead.

Regards,
Gagan

It is certainly a good effort on the 9-block model, which can evolve to be a very good framework for potential evaluation. As Gagan has suggested, you may need to define a rating system for each block, i.e., examples of performance behaviors that could merit a person to be placed in each block. In this context, I have attached a 9-blocker model tracker model, which I came across in a magazine. You need to customize the examples more specific to your context.

Regards,
Bharath

Good framework. There are many similar frameworks available. Some have reduced nine into six blocks or seven blocks. This customization depends upon the maturity of the organization and HR processes. A model alone shall not work. All the processes of the organization should align with and support the framework one chooses.

On this specific work, I think you need to pay more attention to detail in the model. The framework description has mistakes in it. Please read them again carefully.

Also, I do not see any differentiation in the action plan for people who are rated low on performance but have varying degrees of potential.

I also notice that moderate potential & high performance and high potential & moderate performance are almost the same. This will lead to a lot of confusion in understanding and implementation.

I would recommend that you do a little more research on this and arrive at a clear differentiation.

Assessment, Performance, and Talent Management

Assessment, performance, and talent management are all about differentiation and not about looking for similarities. The more you are able to differentiate, the better model you create.

Should you require any specific help, feel free to interact with me at [Email Removed For Privacy Reasons].

It's a very good point to discuss at this online forum. But if a company conducts a six-scale performance management system, then how is this 9-box going to work? From my understanding, to use the 9-box methodology, a company needs to conduct a 9-scale performance management system. Please put your opinion.