Nowa strona 1 » How to Use Talent Review Outputs to Spot Successors

Explains how to translate talent review data (e.g., 9-box outcomes, development paths) into concrete successor nominations.

Introduction

Talent reviews are integral to identifying high-potential employees who can step into key leadership roles in the future. However, the true value of these reviews comes when organizations translate the data from these reviews into actionable successor nominations. By leveraging insights from 9-box grids, performance assessments, and development paths, HR leaders can strategically position successors for critical roles. This guide will explain how to use talent review outputs effectively to spot potential successors and ensure a smooth leadership transition.

Step 1: Understand Talent Review Outputs

Before diving into the process of using talent review data, it’s essential to understand the key outputs that will help identify potential successors:

1.1 The 9-Box Grid

The 9-box grid is a widely-used tool for evaluating talent across two key dimensions:

Performance (typically measured on a scale from low to high).
Potential (measured from low to high potential for future leadership roles).

The grid divides employees into nine categories, helping HR leaders evaluate where each employee stands in terms of both performance and future potential.

Top-right box (High Performance, High Potential): Employees here are usually prime candidates for succession.
Mid-right box (Medium Performance, High Potential): Employees in this category show strong leadership potential and can benefit from focused development to address performance gaps.

1.2 Development Paths

Development paths include the formal and informal growth trajectories employees follow to reach higher-level positions. Talent reviews often map employees against specific development milestones, tracking whether they have the skills, experience, and readiness to move to the next level.

Development paths typically include:

Short-term development: Employees who can take on a new role in the next 6–12 months.
Medium-term development: Employees who are a few years away from a leadership position and need additional experience.
Long-term development: Employees who will require significant time and mentorship to prepare for future roles.

Step 2: Translate 9-Box Grid Outcomes into Successor Candidates

The 9-box grid provides a clear picture of where employees stand in terms of performance and potential. By understanding these outcomes, HR leaders can begin identifying successor candidates.

2.1 High Performance, High Potential (Top-right box)

Employees who fall into the high performance, high potential quadrant are typically the strongest candidates for succession. These individuals have demonstrated both the ability to perform at a high level and the capacity to grow into more senior leadership positions. They are the ideal successors to prioritize.

Example: A VP of Sales who consistently exceeds targets and has a proven track record of leadership may be an ideal candidate for promotion to Chief Sales Officer.
Action: HR should start with these individuals, ensuring they have the necessary development opportunities, such as mentoring, exposure to other departments, or additional leadership responsibilities.

2.2 High Potential, Medium Performance (Mid-right box)

Employees who fall into the medium performance, high potential quadrant may be great leadership candidates but require some targeted development to improve their performance. They show promise for senior roles but need guidance in executing at the expected level.

Example: An up-and-coming leader in operations, showing high potential but currently struggling with managing complex projects, could be considered for succession after addressing their performance gaps.
Action: HR leaders should focus on tailored development plans for these individuals, including skills training, mentorship, and specific project responsibilities to improve performance.

2.3 High Performance, Low Potential (Top-left box)

Employees in this category perform well but may not have the potential to move into leadership roles in the future. These individuals are vital contributors but may be more suited for expert-level or specialist roles rather than succession planning.

Example: A senior accountant who is a top performer but lacks broader business acumen might excel in an expert role but is not the right fit for a senior leadership position.
Action: These employees should be acknowledged for their contributions and provided with opportunities for recognition and expert-level advancement rather than inclusion in the successor pool.

2.4 Low Performance, High Potential (Bottom-right box)

These employees have strong leadership potential but are currently underperforming. Identifying and nurturing their development is crucial, as their performance may be affected by various factors, such as skill gaps, motivation, or role fit.

Example: A promising director in marketing who has been struggling with team leadership but has strong strategic thinking could become a future CMO with the right support.
Action: HR should conduct root cause analysis to understand why performance is lacking and create personalized action plans that focus on addressing these gaps, while also nurturing their leadership development.

Step 3: Leverage Development Paths for Successor Nomination

Development paths provide additional context to help HR leaders evaluate whether employees can step into critical roles at the right time. Even if an employee is a strong candidate for succession based on 9-box grid outcomes, they may require further development in certain areas before they’re ready to take on senior leadership responsibilities.

3.1 Assess Development Milestones

HR leaders should evaluate developmental readiness by looking at each employee’s progression through their development path. Are they progressing at the right pace? Are they gaining the necessary experiences and skills to step into their target role?

Example: A high-potential senior manager in finance is on track to move into a finance director role within the next year but needs more cross-functional exposure to fully prepare for the next step.
Action: Ensure that the employee’s development plan aligns with the required role specifications and set clear milestones for what additional skills, experiences, or relationships are necessary for the next role.

3.2 Link Talent Review Outcomes to Development Needs

Once talent reviews have highlighted potential successors, link these employees to specific development actions that will help bridge any gaps in their skill sets or experience. The connection between talent review data and individual development plans ensures that successors are not only identified but actively prepared for the future.

Example: An employee identified as a future senior director of operations may need a development plan focused on leading large teams, strategic decision-making, and managing P&L to gain broader experience before stepping into the role.
Action: HR leaders should update development paths after each talent review, ensuring that successors are continuously developing in alignment with the competencies needed for their future roles.

Step 4: Monitor and Adjust Successor Nominations

The process of identifying and preparing successors is ongoing. As organizations evolve, so do the needs of the business. HR leaders should continuously monitor and adjust the successor pool based on changes in organizational priorities, talent development progress, and external market conditions.

4.1 Monitor Talent Development Progress

Regular check-ins on successor development plans are essential to ensure that the individuals identified for future leadership positions are on track. This may involve periodic performance reviews, 360-degree feedback, or mentoring evaluations.

Example: A global project manager identified as a potential future regional director is not progressing as expected. After further review, it’s determined that their leadership skills are underdeveloped and need focused training.
Action: Adjust development plans to ensure the individual gains the right experience or training to overcome identified gaps.

4.2 Adjust Successor Pools Based on Business Changes

As the business landscape changes, HR leaders may need to update their succession plans. This includes assessing whether the original successors identified are still the best fit for the evolving business strategy.

Example: After a merger with another company, the HR team finds that certain key positions require a new skill set, and successors identified previously may no longer fit those needs.
Action: Adjust the succession pool to include employees who better align with the future business direction, ensuring that the talent pipeline supports the new strategic goals.

Step 5: Communicate Successor Nominations

Once successor nominations are identified, HR leaders must communicate these decisions to relevant stakeholders, including the leadership team and the individuals themselves.

5.1 Present Successor Data to Leadership

HR should present clear, data-driven insights to executive teams about the status of the successor pipeline. This might include talent review outcomes, performance metrics, and development plans for nominated successors.

Example: In an upcoming executive meeting, HR presents a succession review that highlights the depth and readiness of successors for key roles, such as VP of Sales, and discusses the development strategies in place for those identified.

5.2 Direct Communication with Successors

Successors should be informed early about their inclusion in the succession plan and the development steps needed to prepare for future roles. This keeps high-potential employees engaged and motivated.

Example: A senior manager is informed that they are being considered as a future successor for a director role in operations. They are provided with a development plan that includes new leadership responsibilities and mentorship.

Conclusion

Using talent review outputs to spot potential successors is a dynamic, strategic process that ensures your organization is well-prepared for leadership transitions. By translating 9-box grid outcomes, development paths, and talent assessments into actionable successor nominations, HR leaders can create a robust, ready-now successor pipeline that aligns with the organization’s future needs. Regular monitoring, development, and communication are key to making this process a success.