Sleet

9-Box Grid: How to Use the Talent Matrix for Succession and Development

Nihit Dobariya
Management
6 min read
Quick answer

The 9-box grid places each employee on a three-by-three matrix of current performance and future potential. It shows who to develop, who to prepare for bigger roles and where to step in. Rate people with evidence, calibrate across managers, record the result and revisit every six to twelve months, since potential is subjective.

Hand pointing to sticky notes on a whiteboard for brainstorming sessions.

The 9-box grid is a talent matrix that places employees on a three-by-three grid. One axis shows current performance and the other shows potential. It helps leaders decide where to invest in development, whom to prepare for bigger roles and where to intervene.

Key points covered in this guide: The axes, The nine boxes, Running a session, Risks, Good practice

The axes

  • ✓Performance: How well the person delivers against goals now, rated low, medium or high.
  • ✓Potential: The person's capacity to grow into larger roles, rated low, medium or high.
Three diverse adults engaged in a thoughtful discussion in a modern office setting.
Fair reviews need clear criteria that managers and employees both understand.

The nine boxes

  • ✓High performance, high potential: Future leaders, often called stars. Give stretch roles and sponsorship.
  • ✓High performance, medium potential: Reliable core contributors. Reward and keep challenged.
  • ✓High performance, low potential: Expert specialists. Value their depth and keep them engaged.
  • ✓Medium performance, high potential: Emerging talent. Give coaching and visibility.
  • ✓Medium, medium: Solid performers. Maintain and develop.
  • ✓Medium performance, low potential: Steady contributors in their current role.
  • ✓Low performance, high potential: Possibly misplaced or new. Find the cause and support.
  • ✓Low performance, medium potential: Needs focus and a clear improvement plan.
  • ✓Low performance, low potential: Needs action, either a role change or exit following due process.

Running a session

  • ✓Prepare ratings and evidence for each person in advance.
  • ✓Invite managers to a calibration meeting, led by HR.
  • ✓Discuss each employee with examples, not impressions.
  • ✓Agree on the final box and the development action.
  • ✓Record the outcome and revisit every six to twelve months.
Two women engaging in a professional conversation over coffee and notes.
Fair reviews need clear criteria that managers and employees both understand.

Risks

  • ✓Potential is subjective and can reflect bias about who looks like a leader.
  • ✓Labels can become permanent and discourage people.
  • ✓Managers may inflate ratings to protect their team.
  • ✓Employees who are not told the outcome may feel excluded.

Good practice

Define potential with clear criteria, such as learning agility, ambition and leadership behaviours. Use multiple sources of input. Share development plans with the employees, even if you do not share the box itself.

A talent grid is a conversation guide, not a verdict on a person.

Combine it with succession plans and learning programmes so that the grid leads to action.

Nihit Dobariya

Written by

HR Manager, Airwix Technologies (Sleet)

Nihit Dobariya is the HR Manager at Airwix Technologies in Ahmedabad, where he runs HR and payroll for the team behind Sleet. He writes about payroll, PF and ESIC, professional tax, the labour codes and everyday HR practice for Indian employers, and checks each rule against the official notification before it is published.

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