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Presenter Info
Kris Dunn
CHRO at Kinetix (RPO,
Recruiting)
Founder of Fistful of Talent ,
The HR Capitalist
Hoops Junkie
Tim Sackett
President at HRU Technical
Resources
Blogger #1 at the aptly
named Tim Sackett Project
Contributor at Fistful of
Talent
#halogen

Presenter Info
Connie Costigan
Director of Marketing
Communications, Halogen
Software
Won Crazy Hockey Mom of
The Year award

Cara Lucas
Marketing Manager, Kinetix
Editor, Fistful of Talent
Has a cat named after a
Starbucks beverage option

#halogen

#halogen

#halogen

How well are organizations doing at

measuring performance & potential?

How well is your organization

clarifying performance measures
for current and future
performance?

How well is your organization

effectively assessing
potential for promotion?

Senior leadership involvement and

accountability for HiPo Programs?

How well are you doing at

keeping senior managers
involved and committed to
succession and HiPo
programs?

How well are you doing at

talent reviews to ensure
that promotable individuals
are being properly
developed?

Why Smart Companies are

creating 2-D performance
management systems using:
PERFORMANCE VS POTENTIAL
(Also known as the 9-Box Grid)

Some Deeper Notes on the 9-Box:

Performance vs Potential
Do you use to evaluate leadership or
for everyone? We think its a tool for
all if you have discipline
Mandates you have your act together
on performance as a company
Do you have a Section 2 on your
reviews? If so, youre halfway home,
but you still have work to do
Rating scale considerations easiest
to do Exceeds, Meets, Does Not Meet,
although solutions like Halogen can
make any scale work

POLL QUESTION #1:

Which member of the Jackson
family would you define as
having the second most
desirable position on a
Performance vs Potential
chart?

Performance vs.
Potential: The Jacksons

2
#halogen

LETS DIVE DEEP:

The Difference Between
Performance and Potential
When Thinking about
the 9-Box

Youre Not Doing it Wrong, You Just Need to

Add to Your Game
How many of you have a performance
review system?
How many of you attempt to give some
type of feedback on non-performance
items in your performance system?
RESULTS (performance) vs HOW YOU
GOT THE RESULTS (potential)
You already do performance
Now you have to evaluate potential
effectively to use a 9-Box Grid
You can do them both inside your
performance management system, or
you can evaluate potential outside of
your PM system (easier to use
technology)

How Do You Measure

Potential?
Well Give you 4 Ways
Some Better than Others

1 - Using Company Values to Identify

Potential
Rating employees on
exemplifying company values is
the most common use of
Section 2 in Performance
Reviews
When used this way, the same
set of values measures the
potential of all in a company
Pros you already have it
Cons some values are really
hard to measure people on
Can your managers draw a
direct line to the potential of an
employee by evaluating
whether they are meets or
exceeds on a company value?

If company values dont

represent how people
get rewarded, they are
DEAD ON ARRIVAL
in their use in
performance and
succession

2 Using Competencies to Identify

Potential
You know competencies theyre a
set of behaviors that are deemed to
be important to a job and as a
result, measured.
Competencies are the most
scientific way to measure potential
Pros Customize for each job,
including specific sets for leadership
Cons Too much variation at times
to create common language about
what potential is at your company
Partners like Halogen have great
competency libraries.
Easily treated as Section 2 in your
PM system

3 Using Potential Factors to Identify

Potential
Potential Factors can be half
company value and half competency.
They should answer the following
question: What do all high
performers in our company have in
common regardless of job?
Potential factors show what it really
takes behind the scenes to be
successful in that freak show you call
a company.
Can be used in place of values in
section 2 of your performance review

Some Potential Factor Examples

Innovates
Drive/Ambition
Smart/Figures Things
Out
Gets Stuff Done
Competes
Likable/Command
Influencer
Grit

4 Using Simple Qualitative

Measures To ID Potential
Is doing this better or worse?
It depends
If youre doing P vs P for your entire
company, we like values,
competencies or potential factors. If
youre doing it for leadership, we like
competencies or the subjective way
To use the overall qualitative
method, create a scale capable of
being promoted 2 levels or more
above current level, 1 level or well
placed
Many start with qualitative process
on leaders only, then grow it from
there

Important Considerations When

Thinking About Evaluating Potential
You already measure
Performance, youll have to
do the same with Potential
Rating scales are necessary
to move people on the 9-Box
Grid
Best practice provide
descriptive anchors to
illustrate the behavior youre
trying to describe at each
rating point in a value,
competency, potential factor
of raw qualitative measure

Examples of Anchors To Assist in Rating

Potential

How technology can help with P vs P

How technology can help with P vs P

How technology can help with P vs P

#halogen

Defining Potential
Sounds Hard
Why Should I Consider
Using P v P In My
Company?

Why? Weve Got 6 Reasons

1. It Creates Robust Dialog
2. It influences executives on
talent issues
3. Calibration on Talent is easy
to achieve with the scatterplot
4. Its more accurate than one
persons opinion
5. It helps you become more
laser-focused related to
development activities and $$
6. It sets you up for Succession
Planning

POLL QUESTION #2
Which 80s Brat Pack Movie
epitomizes the top right box in
the 9 box grid?

Performance vs. Potential:

Brat Pack Movies

#halogen

How to Run a Talent

Review Using the
9-Box Grid
(Performance Vs Potential)

The Simple Steps to Run

a First Talent Review
1.
2.
3.
4.
5.
6.

Make Sure Your System Supports

Schedule Meeting w/Expectations
Serve as a Resource
Start With the Overall Picture
Do Smaller Pictures as Necessary
Focus on the Top and the Broad
Bottom, then Distribution
7. Youre the Facilitator
8. Managers Own the Answers
9. End with Simple Big Picture
Questions
10.You Own Next Steps

1. Make Sure Your System Supports

Garbage In, Garbage Out
Do you have
performance vs.
potential set up?
Are your potential
factors real? Can you
rate someone on them?
Does your technology
support what youre
trying to do?
Rating Scales, etc.

2. Schedule Meeting w/Expectations

Schedule 1 month out
Tell them youre doing a
talent review and what it
means
Theyre responsible for
being prepared to talk
about their stars and their
problem children
Youre going to meet
w/them to help them start
to be prepared
PEER PRESSURE IS IN PLAY

3. Serve as a Resource Before the Session

Youve got to meet with every
manager who will talk at the
meeting
Your goal make them
comfortable with who theyve
got to cover
Strengths, Weaknesses,
Development Plan You
outline what you want and
help them
Retention Risk for HiPos
Next Steps for Low Performers
Great Chance for you to
Connect and be positioned as
an expert

4. Start With the Overall Picture

When you start the
session, youre the
expert
Lead with the overall
scatterplot
Walk them through
Overall Pefrm vs Pot
What does each box
mean?
Whats a normal
distribution look like?
What do you see when
you look at the overall
graph?

5. Do Smaller Pictures as Necessary

When you go to the
manager/dept breakdowns,
you need a clean view
Recommend separate
scatterplot for each
manager, color coded overall
is cool
Your visuals should support
the session
When each manager is up,
the focus is on their team
Company vs. Division vs.
Department vs. Team

6. Focus on the Distribution, then

the Top and the Broad Bottom
This is a Freshman Level
Talent Review, not Grad
School
Have managers start with
a view of their team via
the distribution
Focus on the top right box
Then move to the low
performers with low, mid
and high potential
Bonus Surprises in the
middle box and elsewhere

7. Youre the Facilitator, So Act Like It

You gave an overall view
When the manager is up, you
still control (master of
ceremonies, the expert)
Best Practices:
Give us an overview
Talk about your highest
performers
Talk to us about who is
struggling and why
What else do you see?
Be prepared to ask 3 questions
in each section to bring others
into the conversation
Ask others to ask questions,
give opinions

8. Managers Own the Answers

You facilitate dont
do the work for
them
If the manager gets
stuck, dont bail
them out
Silence is your
friend, not an
enemy
Interaction with the
group is key

9. End with Simple Big Picture Questions

for the Team as the Talent Leader
What do we do about the lowest performers?

How can we save low performers that have

potential?
What about the highest performers? Do we
have retention risk?
How do we give high performers a bigger
piece of the compensation and rewards pie?
Are the % in each box the right ones?
Does the data reflect our perception of the
workforce?

10. Own Next Steps as the Talent Leader

Whats the overall plan
for:
Tweaks to the performance
system we use
How often we meet to
discuss overall Talent
IDPs for HiPos? Others?
Low performers wrong
person, wrong job? Whats
next
Gaps in our teams ability
to manage people? Who
can develop others? Who
struggles? Whats that
mean?

#Chequed

Thank you to our webcast sponsor:

Kris:
kdunn@kinetixhr.com
www.fistfuloftalent.com
Twitter: @kris_dunn
LinkedIn: www.linkedin.com/in/krisdunn
Tim:
sackett.tim@hru-tech.com
www.timsackett.com
Twitter: @TimSackett
LinkedIn: https://www.linkedin.com/in/
timsackett
Connie:
ccostigan@halogensoftware.com
www.halogensoftware.com
Twitter: @ConnieCostigan
LinkedIn: https://www.linkedin.com/in/