Identifying High-Potential Employees:

Identifying High-Potential Employees: The 9-Box Grid Analysis

In organizational talent management, it is critical to distinguish between high performers and high potentials (HiPos). Research indicates that only one in seven high performers is a HiPo, who can be further developed for future leadership roles. Thus, while high performance is a useful initial criterion, it is essential to assess these individuals based on their aspiration, ability, and engagement.

Identifying High Potentials: The Three Key Attributes

Ten years of data reveals a consistent method for identifying the right HiPos. A HiPo employee is characterized by three core attributes that enable them to excel in senior and critical positions:

1. Aspiration: A strong desire to attain senior roles.
2. Ability: The capability to perform effectively in more responsible and senior positions.
3. Engagement: A commitment to the organization and perseverance in challenging roles.

Traits Commonly Associated with HiPo Talent

HiPos often exhibit the following traits:

• Drive and Risk-Taking: A robust drive to succeed, including the courage and capability to take calculated risks.
• Conceptual and Analytical Skills: Strong abilities in strategic thinking and analysis.
• Learning Agility: An aptitude for rapid learning and adaptation.
• Interpersonal and Emotional Intelligence: Notably high self-awareness and emotional intelligence.
• Collaboration Skills: Proficiency in working effectively with others.
• Cultural Fit: Alignment with the organizational culture, particularly as it evolves to address future challenges.
• Readiness: The ability and motivation to transition into larger roles, influenced by personal circumstances and career stage.

The 9-Box Framework: Evaluating Performance and Potential

The 9-Box Grid is a valuable tool for distinguishing HiPos from other talent segments. It evaluates individuals based on two dimensions:

1. Performance: The record of consistently meeting or exceeding work goals. While HiPos generally excel, their performance may vary, especially when undertaking significant stretch assignments or new ventures. Key to HiPos is their ability to learn from setbacks and failures.
2. Potential: The capacity to succeed in more advanced roles. HiPos can typically progress to the next immediate leadership level or, in some cases, advance two or more levels. They represent about 3 to 15 percent of the organization’s talent at each leadership tier, with HiPos constituting approximately 30 percent of high performers.

Aligning Talent Development with Business Strategy

To effectively develop HiPos, organizations should:

1. Clarify Strategic Priorities: Define the strategic goals and challenges of the business.
2. Determine Required Capabilities: Identify the competencies needed to address future challenges.
3. Set Competency Targets: Establish the desired levels of competencies.
4. Evaluate Talent: Assess employees against these criteria to identify strategic talent gaps.
5. Develop and Implement a Talent Plan: Create and execute a plan to address critical talent gaps.
6. Reevaluate and Adjust: Regularly review talent against these criteria to monitor progress and make necessary adjustments.

Motivational Drivers for HiPos

Analysis of 18 motivational factors has identified six key drivers that contribute to the aspiration of HiPos:

1. Activity: Preference for fast-paced, multi-tasking environments.
2. Power: Desire for influence and shaping organizational processes.
3. Interest: Seeking variety and stimulation in roles.
4. Flexibility: Preference for fluid work environments.
5. Autonomy: Attraction to roles with significant independence in task execution.
6. Initiative and Responsibility: Willingness to take calculated risks and assume responsibilities to drive objectives.

Combined with these motivations, behaviors such as taking initiative and pursuing self-development significantly enhance the likelihood of achieving an executive position.

Employee Engagement

Employee engagement encompasses:

• Current Engagement: Influenced by past experiences and current job satisfaction.
• Future Engagement: Determined by alignment between the organization’s mission and the employee’s beliefs about their career and job.

Employees are more likely to exhibit strong engagement when their work preferences align with their experiences and when the organization's mission resonates with their values.