De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens

Loopbaanmanagement en een
veranderende organisatiecontext

HR Day 13 juni 2012
Prof. dr. Dirk Buyens
© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens

Talent questions HR needs to address

 What do we mean by talent?

 What are the top things a leader should know about
talent?

 How can leaders work with their HR professionals to
build talent?

© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 3

What do we mean by “talent”?

 CEO succession … building succession
(The crown prince effect)
 High potential employees … identifying and developing early
(The happy few syndrome)
 Leaders in key positions in the company … gaining support
(The holy manager pitfall)
 All individuals within the company (workforce, human capital,
people, employees, etc.) … increasing productivity
(The flower power movement)
 The organisation capability of building talent (culture,
teamwork, process) … shaping a culture
(The one size fits all paradigm)

What do we mean by “talent”?

Talent is a systematic process (not an
event) to secure general and targeted
individual competencies (what people
know, do, and value) and organisation
capabilities (not just a person, the process)
that create sustainable value for multiple
stakeholders (employees, customers,
investors)


TALENT =
COMPETENCE X COMMITMENT X
CONTRIBUTION


Invest in talent
Strategy Definition
Acquire new talent by recruiting individuals from outside
B Buy or from other departments or divisions within the
organisation.
Develop talent through training, education, formal job
B Build training, job rotation, special assignments and action
learning.
Partner with consultants, vendors, clients and suppliers
B Borrow outside the organisation in arrangements that transfer skill
and knowledge.

B Move the right people through the organisation and into
Boost
higher positions.
Retain employees with high growth potential and valued
B Bind
talent.

Bounce Remove low‐performing or under‐performing individuals.
B

Develop A players

1. Understand what drives A players.
a. Starting a new project from scratch.
b. Fixing a business or product in trouble.
c. A job rotation in a different work environment.
d. A high‐profile special project assignment.

2. Provide mentors for A players.
a. Clarify their career options.
b. Better understand the organisation and navigate its politics.
c. Build support networks.
d. Deal with work obstacles.

Develop B players

1. Identify the employees that have growth potential and provide them
with:
a. “Stretch” assignments

b. Coaching

c. Training

2. Provide frequent affirmation
a. Tell them they are valued

b. Listen to their ideas

c. Praise their accomplishment

d. Trust them

Develop C players

1. The Return on Management ratio
ROM = productive energy released divided by management time and
attention invested

2. Identify your C players

3. Move them up – or out

4. Dismissing C players


Potential

Performance


Matching behaviour versus performance


Using the performance and potential matrix
to assess

What is it?
The matrix is used to evaluate an organisation’s talent pool.

Why use it?
1. It’s a simple way to assess any population of leaders on two important
dimensions.
2. It’s a great way to facilitate a dialogue amongst a senior leadership
team. Teams use it to calibrate their expectations and ratings.
3. With a good open debate, the multiple perspectives provide for a
much more accurate assessment (vs. one person’s opinion).
4. The process can facilitate a shared sense of ownership for the
organisation’s talent pool.
5. It’s a great way to identify development needs and transition to
development planning.


How to use it

1. Don’t do it alone for the first time

2. Have a pre‐meeting

3. Preparation

4. Getting started

5. Establish your “benchmarks”

6. Discuss as many names as time allows

7. Move to development

8. Follow‐up on a quarterly basis to monitor development plans

What are the benefits? Why is it so popular?

1. It’s simple and it works (95% of the time)

2. It’s cost‐effective

3. A catalyst for robust dialogue

4. Helps calibrate criteria and expectations

5. It’s more accurate than one person’s opinion

6. Facilitates shared ownership, teamwork

7. A diagnostic tool for development


Performance

The outcome of the performance review cycle.

Rating or ranking people?

Need of a forced choice?

Does it make people productive/happy?

© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 16 |

Potential
The outcome of a talent review
Critical aspects of a HiPo‐policy
1. Degree of openness
2. Age or experience level
3. ‘Labelling’ or ‘assigning’

But, what with all the others?
3 other critical groups:
1. perform: ++ / potential: – –
2. Perform: – – / potential: ++
3. Perform: – – / potential: – –


Identify leadership potential

1. Propensity to lead
2. They bring out the best in others
3. Authenticity
4. Receptivity to feedback
5. Learning agility
6. Adaptability
7. Navigates ambiguity
8. Conceptual thinking
9. Cultural fit
10. Passion for results

Agility

1. People agility

2. Results agility

3. Mental agility

4. Change agility


Scorecard for assessing leadership potential
1. Could the employee perform at a higher level, in a different position or take on increased
responsibilities within the next year (consider the person’s ability only, not whether there is a
position available to support this growth)?
2. Could the employee perform at a higher level in a different position or take on increased
responsibilities within the next three years (consider the person’s ability only, not whether
there is a position available to support this growth)?
3. Can you envision this employee performing two levels above his or her current position in the
next five to six years?
4. Is the organisation likely to value growth of the skills and competencies of this employee over
the next several years?
5. Could the employee learn the additional skills and competencies he or she needs to be able to
perform at a higher or different level?
6. Does the employee demonstrate leadership ability—by showing initiative and vision,
delivering on promised results, communicating effectively, and taking appropriate risks?
7. Does the employee demonstrate an ability to comfortably interact with people at a higher
level or in different areas?
8. Does the employee demonstrate comfort with a broader company perspective than his or her
job currently requires?
9. Does the employee demonstrate flexibility and motivation to move into a job that might be
different than any that currently exist?
10. Does the employee welcome opportunities for learning and development?


11 results for spotting future leaders
1. They consistently deliver ambitious results.
2. They continuously demonstrate growth, adaptability, and learning better
and faster than their excellently performing peers.
3. They seize the opportunity for challenging, bigger assignments, thereby
expanding capability and capacity and improving judgment.
4. They have the ability to think through the business and take leaps of
imagination to grow the business.
5. They are driven to take things to the next level.
6. Their powers of observation are very acute, forming judgments of people
by focusing on their decisions, behaviours and actions.
7. They come to the point succinctly and are clear thinkers.
8. They ask incisive questions that open minds and incite the imagination.
9. They perceptively judge their own direct reports and have the courage to
give them honest feedback.
10. They know the non‐negotiable criteria of the job of their direct reports and
match the job with the person.
11. They are able to spot talent and see the “God’s gift” of other individuals.


The Performance & Potential Matrix
Needs Meets Exceeds
High development expectations expectations

Improve in
current role or High
P reassign
O Prepare for
T future role
E
Improve in Growth
N
current role
T
I
A
L Improve in
Bad hire/replace Reconsider Limited
current role

Low P E R F O R M A N C E High

The talent cycle

Talent
deployment

Talent
awareness

Talent
identification

Talent
definition
reviews


What’s driving the current emphasis on
talent management?

1. There is a demonstrated relationship between better talent
and better business performance.
2. Talent is a rapidly increasing source of value creation.
3. The context in which we do business is more complex and
dynamic.
4. Boards and financial markets are expecting more.
5. Employee expectations are also changing.
6. Workforce demographics are evolving. Organisations wage a
new “war for talent” these days.

Talent Management – 9 box matrix
Low Medium High
Potential key Talent key
High (Turn) Ceiling
Shows indicators 1 Top Exec Level
of being able to   2 Divisional Board
make significant 3 Direct report to
career step (e.g.   Divisional Board
at least 1
leadership level Type
or equiv.) Leadership and/or
Specialist
Medium
Readiness
Potential

(Growth)
Shows indicators Now or less  than 3
of being able to   years
progress to more Use directional
stretching roles arrows to indicate
within a similar movement of
level. individuals since
last review
Minimum Action key
(Expertise) Priority Action
Likely to stay at Needed
current level,
doing same kind Needs development
of work. opportunities

Develop, motivate

Improvement plan
critical
Performance

Nine leadership development strategies for a
performance and potential matrix
1A (high potential, high performance):
 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.

performance and potential matrix ‐ continued
2A (high performance, moderate potential):
 Development activities similar to 1A.
 Difference is often degree of “readiness” for larger roles. Development is preparation
for longer term opportunities.

3A (high performance, limited potential):
 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 highly valued expert”.

1B (good/average performance, high potential):
 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.

2B: (good/average performance, moderate potential):
 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 (good/average performance, limited potential):
 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.


1C (poor performance, high potential):
 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.
 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 .

2C (often used for leaders too new to rate):
 Focus is on boarding, orientation, relationship building.
 Provide a peer mentor.
 Provide formal new leader training.

3C (poor performance, limited potential):
 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.

Matching behaviour (potential) versus performance


Skill engagement analysis matrix


Let’s put it into practice: the BNP
Paribas Fortis case of Talent Review


Talent Review
bij BNP Paribas Fortis:
heden, verleden en toekomst

Vlerick HR Day,
13 juni 2012

Department / name | 00/00/0000 | 38

Inhoudstafel

BNP Paribas Fortis at a glance
Today’s Talent Review Practice at BNP Paribas Fortis
 Talent Review in the HR Cycle
 Talent Review Process
 Introducing the 9-box
Lessons Learned & Future Challenges

Department / name Department / name | 00/00/0000 | 3939

5 Business-Lines
18.000
medewerkers
250
3.00
0
18.00
65.000
0 mandagen opleiding per jaar
Mogelijkheid om elke drie jaar
1.378 functies van functie te veranderen

Inhoudstafel


Talent Review in HR Cycle
Performance Talent Motivation & Strategic
& Reward Management Team Workforce
Management Management Planning

Q1 Q2 Q3 Q4
Target Setting Global People Workforce
Survey Planning
Appraisal
Team Motivation Recruitment
Salary Increase
Talent
Talent
Barometer
Identification
Identification
Onboarding
Premiums Talent
Talent
Development
Development Mobility
Promotions Individual
Organisation
Perspective Individual
Organisation
Perspective
Perspective
Dismissal
Perspective
Retirement


Talent Review in the Talent Cycle

Personal
Talent Talent Diagnostic
Identification
Review Tool

Talent Career Personal
Development Developmen Development
t
Programmes Plan

Organisation Individual
Perspective Perspective


Talent Review in the Talent Cycle

Personal
Talent Talent Diagnostic
Identification
PRevie Tool

w
Talent Career Personal
Development Developmen Development
t
Programmes Plan

Organisation Individual
Perspective Perspective


Inhoudstafel

Introducing the 9-box


Talent Review Process: The Dynamics

Individual Input Input in Tool
Collective Throughput Roundtable Meeting
Collective Output Reportings & Action Plans


Talent Review Process:
Individual Input

For the manager and the Round Table exercise:

ask yourself following questions:

 What is your strategy and which changes do you expect in the coming 3 years?
 What are the main objectives for your part of the organisation for the coming 3 years?
 When translating these key objectives towards your team, who come out as the key
people and which are the key functions?
(Mind: these might not overlap; key people are not necessarily in key functions, yet.)

Talent Review in het verleden: The 16-box
Definities
Top Talent describing key-
notions: potential for future
leadership roles // fast-track
development potential

Hipo describing key-notions: long-
term growth potential // investment
involving some risk // potential for
above-average returns // support with
managerial and technical expertise

Pillar describing key-
notions: corner stone in
team // highly experienced
// large amount of
knowledge // key person
towards clients

Solid Citizen describing key-notions:
recognised // well-established // sound //
high-quality // widely accepted // long
record of stable and reliable growth

HR Department | Date | 48 Department / name | 00/00/0000 | 48

Talent Review vandaag: The 9-box
Definities

ent al
Pot i
expected
di ri i
st but on

Si fcantgrow t pot i t i
gnii h ental o ncreasi
ng
15%
10% responsi lt /com pl t on shortt
biiy exiy erm (0-2 1 Role Fit ? Rising Star Top Talent
years)- vertcalm obiiy probabl
i lt e
2% 9% 4%
Pot i t grow t a hi
ental o o gher levelof
responsi lt /com pl t on m i l
biiy exiy d ong term Inconsistent Emerging
30%
50% ( years)- bot vertcaland/ hori
3-5 h i or zontal
2 Solid Contributor
Performer Potential 13%
m obiiy possi e
lt bl 7% 30%

35%
60%
Li ied grow t pot i on m i l
m t h ental d ong term (3-
3
Under‐ Emerging Valued
5 years)- hori
zont m obiiy possi e
al lt bl
Performer Professional Professional
5% 21% 9%
Perf ance
orm

C B A

atons
atons

atons
Al ostm eet expect i
Cl l bel expect i

Cl l above expect i
atons

atons
M eet expect i

Above expect i

Excelent
l
6

5

4

3

2

1
s
ear y ow

s

ear y
m

expected Department / name | 00/00/0000 | 49
di ri i
st but on
14%
5% 60%
70% 26%
25%

Talent Review vandaag:
Definities van 16-box naar 9-box
As Is: 4 x 4 To Be: 3 x 3
Potential Potential Expected*

4. Vertical mobility possible to a significant higher 1. Significant growth potential to increasing 10%
responsibility level responsibility / complexity on short term (0-2 years)
- vertical mobility probable
3. Vertical and/or horizontal mobility possible to a
higher responsibility level
2. Potential to grow to a higher level of responsibility / 30%
2. Horizontal mobility possible at current complexity on mid long term (3-5 years) - both
responsibility level. Growth is possible to vertical and/or horizontal mobility possible
underline seniority.
3. Limited growth potential on mid long term (3-5 years) 60%
1. No horizontal mobility possible - horizontal mobility possible
at current responsibility level
Performance
Performance
1. Excellent 25%
4. Clearly above target 2. Clearly above expectations
A
3. On or Above Target 3. Above expectations
2. Below Target 4. Meets expectations
B 70%

1. Clearly Below Target 5. Almost meets expectations
C 5%
6. Clearly below expectations


Talent Review vandaag :
Shift van Performance naar Potentieel
• Need to better structure discussions around potential
• Providing guidance in pinpointing potential rating

Potential = Competences1 x Engagement x Aspiration

Focus on competences that best predict potential:
• Ability to learn
 • Taking initiative
 • Inspiring others *
 • Giving direction in a positive way *

• Vision *


• Teamwork

• Client focus

• Risk management
1 Competences from BNP Paribas
Indication for potential
Competency catalogue
*: management competence

Competencies vs. Potential
Analysis RT 2010-2011 data

‘Kitchen table’ analysis suggests potential Multiple regression analysis shows that 40% of
correlates to: the variance in potential can be explained by
1. Learning capabilities the set of 27 competencies, with the most
(.38) distinct and statistically significant impact of 4
2. Leadership competencies:
(.36)
1. Learning capabilities
3. Performance orientation
(.34) 2. Self knowledge
4. Power of conviction 3. Power of conviction
(.32)
4. Strategic thinking
Entrepreneurship
Vision
(.31)
Strategic thinking
Both analyses support the thesis that competency ratings have a predictive value
for potential ratings and give an indication about the most relevant competencies.
However, because potential is defined as ability * aspiration * engagement, the
competency ratings are not the only indication for potential assessment, but are
seen as a support for a more objective discussion about potential.


Talent Review Process: Tool
Homepage

Manager driven
review.
HR Advisor as co-
planner

Department / tables | March 2012
Round name 00/00/0000 | 53

People Review

Possibility to
remove someone
from the list

Round name 00/00/0000 | 54

People Review – Strengths & Development areas

Use good common
sense and a
relevance check on
what you write down!
Employee has a
right to consult!
Discuss with
respect!

Round name 00/00/0000 | 55

Competencies voor Potentieelinschatting

Historical data:
RTT results of 2010 & 2011 will be available
in the tool

Historical data
for
transparency,
keep in mind
People
evolve!
Round name 00/00/0000 | 56

Matrix Potential -Performance

Round name 00/00/0000 | 57

Matrix Retention

Round name 00/00/0000 | 58

Succession Plan

Round name 00/00/0000 | 59

People Review – Retention

Round name 00/00/0000 | 60

Talent Review Tool:
Employability

How to improve
Employability?
USE
FREE
COMMENTS
- Consider which Business
Line or Métier & think cross-
business
- Consider which function or
role
(this is not about Hay!!!)
- Consider which domain or
internal client

Round name 00/00/0000 | 61

Succession Plan

Round name 00/00/0000 | 62

Actions & Conclusions

Action plan
is needed
at least for
people
plotted
Unsatisfactory (C) Good overall perfor. (B) Best of Class (A)

Potential
1
Seeks new ROLE FIT ? RISING STAR TOP TALENT
challenge
and able to
deliver 2% 9% 4%

2 INCONSISTENT SOLID EMERGING
Potential
Growth/ PERFORMER CONTRIBUTOR POTENTIAL
Role
expansion
7% 30% 13%

UNDER- EMERGING VALUED
3
No / Limited PERFORMER PROFESSIONAL PROFESSIONAL
growth

5% 21% 9%

Performance

Round name 00/00/0000 | 63

The Talent Review Process:
Collective Throughput


The Talent Review Process :
Collective Throughput


The Talent Review Process:
Collective Output


HiPo Programmes
1. Define your long list

2. Potential Analysis Aid

2011
1. Take list of people
mentioned as person
eligible for a Hipo 3. Interviews
Program in the RTs
2. Check that people are 
mentioned as  To be completed by
HR business 4. Validation
successors the manager Employee
partner
3. Check scores of the  HR supports and
explains the grid to the


persons (priority to  Check guidance for Hipo
people with a score of managers
Selection interviews :
4-4, then 4-3 and 3-3) PAA 2011 Elect Final
Interview HRGuidance for HiPo
4. Check quota’s GB non HR (4).xls
Selection Interview (Print A3).pdf
BNPP Group Interview HRGuidance for HiPo
documentationHR Selection Interview (Print A4).pdf
Guide.pdf Nomination processInterview
HRGuidance document forHR
interview.doc

Aspiration Engagement

Ability
Talent Pool : High Potentials
Career Challenge Talent Pools

Towards Executive Global High
Management Potentials 1
HB 21

Global High Local High
From Managing to Leading
Potentials 2 Potentials 1

HB 18

Global High Local High
Towards Full Management
Potentials 3 Potentials 2
HB 16

Early career – from Junior Local High
Trainees
to Strong Contributor Potentials 3
HR Department | Date | 70 Department / name | 00/00/0000 | 70

Inhoudstafel

 The Talent Review Process


From “nice-to-have” to “must have
Maturiteit enorm geëvolueerd:
Shifts
Belang van tool & definities voor
kwaliteit
Finaliteit evolueert mee met business


Organisatieperspectief:
Integreren van Talent Review Data
in Workforce Planning & vice versa
Transparantie van interne arbeidsmarkt

Individueel perspectief:
Integreren van de visie van de individuele
medewerker op ambitie en mobiliteit
Transparantie van interne arbeidsmarkt


The greatest challenge…


De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (19)

Similar a De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens

Similar a De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens (20)

Más de Vlerick Business School

Más de Vlerick Business School (20)

Último

Último (20)

De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens