9-Box Succession Plan Outline
9-Box Succession Plan Outline
Matrix Overview
The 9-Box Matrix consists of nine boxes created by intersecting two axes:
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Vertical Axis (Performance): Ranges from low to high performance.
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Horizontal Axis (Potential): Ranges from low to high potential for growth.
9-Box Succession Plan Matrix
|
Low Potential |
Moderate Potential |
High Potential |
|
|---|---|---|---|
|
High Performance |
Box 1: Acknowledge contributions; consider lateral moves. |
Box 2: Identify development opportunities. |
Box 3: Fast-track for leadership; create development plans. |
|
Moderate Performance |
Box 4: Provide support; assess fit. |
Box 5: Create a performance improvement plan. |
Box 6: Invest in development; consider mentorship. |
|
Low Performance |
Box 7: Assess fit; consider exits. |
Box 8: Implement improvement strategies. |
Box 9: Enhance performance; develop improvement plans. |
Detailed Box Descriptions
Box 1: High Performer, Low Potential
Description: Employees who consistently perform well in their current roles but may lack the skills or ambition to grow further.
Actions: Acknowledge their contributions and consider lateral moves to leverage their expertise in other areas.
Box 2: High Performer, Moderate Potential
Description: Employees who excel in their current roles and can take on more responsibility, though not necessarily at the leadership level.
Actions:
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Identify specific development opportunities to enhance their skills for future roles.
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Provide training or mentoring to prepare them for potential advancement.
Box 3: High Performer, High Potential
Description: Top talent who not only perform well but also show significant potential for leadership roles.
Actions:
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Fast-track these individuals for leadership positions.
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Create individualized development plans that may include stretch assignments, leadership training, and exposure to executive leadership.
Box 4: Moderate Performer, Low Potential
Description: Employees who meet basic performance standards but are unlikely to grow significantly in their careers.
Actions:
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Provide support and coaching to improve performance.
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Assess their fit for the current role and consider opportunities for different positions within the organization.
Box 5: Moderate Performer, Moderate Potential
Description: Employees who have room for improvement in performance and some growth potential.
Actions:
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Develop a performance improvement plan that includes clear goals and timelines.
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Explore growth opportunities within the organization that align with their skills and interests.
Box 6: Moderate Performer, High Potential
Description: Employees who are not performing at their best but possess the capabilities and desire to grow into more significant roles.
Actions:
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Invest in targeted development, such as coaching and mentorship programs, to unlock their potential.
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Assign them challenging projects to help improve their performance while preparing them for advancement.
Box 7: Low Performer, Low Potential
Description: Employees who consistently underperform and lack the potential for future roles.
Actions:
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Assess role fit and consider possible exits from the organization or changes to their current roles.
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If retention is possible, provide performance improvement plans to help them address deficiencies.
Box 8: Low Performer, Moderate Potential
Description: Employees who show some growth potential but are currently underperforming.
Actions:
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Implement performance improvement strategies, including regular feedback and coaching.
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Monitor progress closely and reassess their potential for growth based on improvement.
Box 9: Low Performer, High Potential
Description: Employees who are currently underperforming but have the capability and potential to excel in the right circumstances.
Actions:
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Focus on performance enhancement through targeted development programs.
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Develop a structured improvement plan that sets clear expectations and supports their growth.
Conclusion
The 9-Box Succession Plan Outline serves as a powerful tool for organizations to strategically manage talent and prepare for future leadership needs. By systematically evaluating employees based on their performance and potential, organizations can create targeted development plans that ensure a strong pipeline of talent ready to step into critical roles as they arise. This proactive approach not only fosters employee engagement but also strengthens the overall health of the organization.
