The GE-McKinsey nine box framework was first used in the 1970s to decide which of GE’s business units warranted further investment.
Many organisations use a modified version of this framework to identify which talent to invest in – using two criteria: performance and potential. There are obviously pros and cons of using this framework. However, one thing it does do is help start the “people” conversation.
For me, another dimension would be useful to include in this discussion. This dimension is Attitude/Behaviours. After the Performance/Potential discussion has occurred and the employee is allocated one of the nine boxes, I recommend discussing what their attitude and behaviours are like – poor; ok or good. With this additional piece of information, you can list the names of all people in each box combined with the behaviour/attitude rating.
This is an excellent opportunity to see how well your organisational values are being lived.
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