When talent loss becomes a trend

What’s even more alarming is this is becoming a pattern. Sal is the third employee who has quit in the past year, all of whom reported to the same manager, Taylor. During your exit interviews with Sal and the others who left, it became apparent that they didn’t just quit the company — they all left because they just couldn’t work for Taylor.

Bad managers & leaders compel good employees to leave

Taylor has been with the organization almost since the company was founded over 20 years ago and possesses decades of knowledge that make him an invaluable asset. Although brilliant, Taylor is abrasive and even borderline abusive. Because he is so smart and has seen it all, it’s a challenge for Taylor to exercise patience for others who may not be as quick to grasp ideas and perform to Taylor’s expectations.

Taylor has also been known to chastise employees publicly and disregard the opinions of others. He often barks instructions at the team rather than coach or engage them in conversation. And during the pandemic, when his employees needed a more empathetic manager, Taylor continued to lead in a draconian manner, which further alienated and disengaged the team.

Bad managers also keep strong talent away

Here’s the real tragedy — perceived as indispensable to the company, senior management never addressed the “bad manager” issue with him and simply allowed “Taylor to be Taylor.” In past years, when it was easy to hire replacements, it wasn’t an issue. However, with the Great Resignation and the transparency of social media portals like Glassdoor and LinkedIn, it’s been increasingly difficult to find quality candidates to work for his team. It’s no wonder whenever there are job openings in Taylor’s department, there are few, if any, internal applicants. Clearly, Taylor’s reputation as a challenging manager is well-known throughout the company.

Not everyone is a born leader

Taylor is not unique, as every company has experience with poor managers. Like Taylor, they may be subject matter experts and/or someone who has been given a lot of latitude within the organization because they are considered to be indispensable. They could also be a CEO or founder of the company who believe they are offered immunity and allowed to be a bad manager. Or they may even be the CEO’s son or daughter and through nepotism, is now in a leadership role with no managerial experience or qualifications and no consequences for a ruthless management style.

The importance of leadership development

Often, the inability of an individual to properly manage is a result of a lack of proper training combined with their past managers not providing the coaching to prepare them to be managers. All too often, companies promote people into leadership roles based on their technical or subject matter expertise and then rely on this new manager to trust their instincts to lead a team. Unfortunately, when left to their own devices, managers will manage their teams based on how they’ve been managed in the past. And if their managers never received any managerial training, it becomes a vicious cycle. One might say that Taylor is a direct reflection of the company’s position on developing managers.

For more information on the complexities of transitioning SMEs to manager roles, see our guide on this subject.

How to develop leadership skills in employees

Now the question is, “Is it too late for Taylor?” The short answer is “No,” however, both Taylor and the organization must make the long-term commitment and investment to develop Taylor. The first step to tackling this problem is to make Taylor aware of the problem and the degree of severity. In this example, using a formal 360-type assessment tool where data has been collected from Taylor’s peers, direct reports, and supervisors, would be recommended. After the feedback has been shared and assuming Taylor is still committed to being a better manager, here are some immediate steps to take:

1. Create opportunities for observation and feedback by the direct manager. Taylor’s manager must be an active participant in coaching him to be a better manager. Taylor’s manager must have ample opportunities to observe his interactions with the team and be able to provide concrete feedback. This requires a tremendous amount of trust and Taylor must be open to receiving constructive feedback. Using this feedback, Taylor and his manager can co-develop a plan to improve.
2. Seek regular feedback from the team. Taylor needs to increase his communication frequency with his team and solicit input on how they would like to be managed. This demonstrates to the team that Taylor is committed to improving and is willing to be vulnerable, which will build trust and support from the team. Over time, these conversations will be easier and more natural as Taylor’s relationship with the team strengthens.
3. Get an executive coach. In addition to getting more internal feedback, the company should provide Taylor with an executive coach, or Taylor can hire one directly. A coach is different from a manager or a mentor because an executive coach is an independent, objective third party who can provide an unbiased viewpoint on all areas of Taylor’s behavior without consequences. The coach will challenge Taylor’s perspectives, heighten self-awareness, and help Taylor achieve greater self-actualization. Just like a personal trainer, the coach will push Taylor and keep them accountable to their commitments.
4. Observe great managers. Taylor can consult with HR to recommend managers within the organization who have developed a reputation for being great managers. Within most organizations, there are managers that everyone wants to work for because they are great at doing certain things. Perhaps they’re great at communicating with their teams, or maybe they are great at developing and promoting talent. Or maybe they have low turnover rates because people just love working for them and with them. Taylor should observe or even seek guidance to understand what they do well and embed those practices into his managerial style. This is also a great opportunity for mentorship.

For more information on this topic, see our guide to qualities and traits of good (and bad) leaders.

Don’t let a lack of leadership development poison the rest of the organization

Unfortunately, there isn’t a magic wand to make Taylor — or anyone — a great manager overnight. It requires time and commitment from all parties. Although many times it’s the individual that’s to blame for being a bad manager, just as often the blame could be shared by many. No one wants to be a bad manager and rarely do poor managers know they are bad managers.

Usually, bad managers are victims of having a series of bad managers of their own throughout their careers. It’s also likely that they were never given coaching from their managers or formal managerial training by the organization. In today’s environment, organizations that do not invest in developing good managers, or worse, allow bad managers to continue being bad managers, will find themselves losing the “war for talent.” This is a huge business risk and can also be very expensive if you’re constantly having to hire new people.

To avoid this outcome, it’s important to be proactive about investing in talent and leadership development. Committing to initiatives like this not only makes your workers more effective at their responsibilities, but also fosters a company culture of learning, self-improvement, and internal mobility. Keystone Partners has been working with organizations to support these exact issues for the last 40 years. To learn more about how we can help your organization become the best version of itself and retain top talent, get in touch with us today.

As the end of the school year approaches, one possible solution for companies to fill some open roles is to hire summer interns. Although most interns may be a little light on work experience, this pool of talented and eager students might be just the right solution for some open positions -or at least a stop gap until a more permanent candidate is available. I’ve worked for organizations where there’s a huge commitment to summer internship programs and I can say first-hand that not only can summer interns be a valuable labor force but it’s also a great “try before you buy” model for future hires. 

Keys to success

Here are a few things companies must do to install a high-quality summer internship program which not only enables interns to contribute to the business but also incentivizes them to be active brand ambassadors for the company upon return to campus. By providing an enriching summer work experience for the interns, you create an army of recruiters to promote the company and attract potential new hires.

Experiential onboarding

The difference between a summer “internship” and a summer “job” is the programmatic elements which interns can access. And to formally kick off the summer experience, make sure you have a well-designed onboarding program. Ideally, all interns would start on the same day and the orientation would be a live, in-person experience. However, in today’s world that is less likely to happen. With different end-of-year school calendars, varying locations including remote, personal commitments, etc., consider a digital, asynchronous onboarding program solution where interns can be onboarded on their timeline. And include in the program not only the necessary information (company info, org charts, directory) but digital intros from leadership and a feel for the company’s culture.

Hybrid learning and network opportunities

A summer internship program typically runs 8-12 weeks. During these weeks, install ample opportunities for the interns to learn and network. Activities can range from formal presentations featuring senior leadership and/or outside speakers, to social events with other interns, and virtual learning experiences on the company’s LMS. The more exposure interns get to the business and corporate culture, the more data points inform whether it’s a good fit for both long-term. 

Seat at the table

To provide an insider’s view of company culture and strategy, offer a peek behind the curtain by providing interns opportunities to attend meetings with senior level executives. These experiences can range from simple observation, to participating, to presenting a solution to address a company issue. This act of inclusion conveys trust and will deepen connections to the company.

Mentorship

Matching interns with mentors provides an informal, risk-free channel for interns to ask questions and learn about the company. A successful mentor pairing strategy I’ve seen work is to match an intern with someone in another department, someone not too senior so they’re accessible, and perhaps someone from their alma mater; bonus points for mentors who were former summer interns and converted to full-time employees after graduation. Mentors not only provide informal guidance to the intern, but also serve as a recruiting ally should you want to hire this intern upon graduation.

Meaningful project

Although a great summer internship program can include all the elements above, you hired the intern to work on an important project which contributes to the growth of the business and to evaluate their long-term employment potential with your company. Therefore, you want to ensure that the interns have opportunities to work on challenging projects which allow them to learn and grow while also allowing you to assess their viability for full-time employment after graduation. Therefore, it’s best to have to them tackle projects they can own from beginning to end and that allow them to understand the impact of their project on the business. Some ideas for projects include customer segmentation analysis, competitive research, user acceptance testing, or any other projects that are short in duration yet have high impact.

Final Word 

Many summer internship programs fail because they are viewed as an “HR” initiative. Although someone in HR should be assigned to manage the program, internship programs work best when the business leaders are actively engaged and participating in the program. Their involvement can range from conducting interviews and active recruiting of desired applicants, to mentoring and executive sponsorship at the most senior levels. It takes commitment from everyone to run a successful summer internship program. But if done right, you will have built a channel to source and evaluate quality talent while enhancing your employer brand on campus.

Find what you’re looking for:

• What is the 9-box talent review?
• How to complete the 9-box grid
• How to use the 9-box for a talent review
• Disadvantages of the 9-box talent grid

What is the 9-box talent review?

The 9-box talent review is a visual representation and assessment method that categorizes employees based on their performance and potential. It is a grid divided into nine boxes, with one axis representing current performance and the other representing future potential. This intuitive system provides a nuanced understanding and view of an organization’s talent, enabling informed decision-making regarding development, succession, and leadership strategies.

Concept & origins

McKinsey developed the 9-box talent grid for General Electric in the 1970s, drawing inspiration from the Boston Consulting Group matrix. The concept emerged as a response to the need for a holistic evaluation system that considers both the present and future capabilities of employees. 50 years later, it’s still one of the most popular tools for companies to assess their talent pool for succession planning purposes. While it’s a subjective, point-in-time exercise, it’s still a strong starting point for understanding the depth of talent within an organization.

Benefits of the 9-box talent assessment — how is it helpful?

There are a number of advantages that this assessment format provides, including:

• Strategic Workforce Planning – by plotting employees on the grid based on performance and potential, organizations gain more strategic insights into the composition of their workforce. This aids in identifying high-potential individuals, potential leaders, and areas that require focused development for the future.
• Succession Planning – the 9-box grid facilitates succession planning by highlighting employees ready for leadership roles. This proactive approach ensures a smooth transition during times of organizational change or key personnel transitions.
• Focused Talent Development – tailoring development plans becomes more targeted as the 9-box grid pinpoints specific areas for improvement. Employees can receive personalized coaching and training to enhance their performance and potential.

Defining the boxes

To summarize the three categories of potential, the top row is for employees with a suspected high ceiling and competency. Not all placed on the upper row are necessarily naturally talented in their current role, but can learn and are equipped with a healthy mindset. The middle row is for employees who might not qualify for higher-level leadership but can still learn to communicate or manage tasks more effectively. The bottom row is for employees who might be a risk to the company culture or have already reached their full potential.

To explain the grid system in greater depth, some of the individual boxes that employees are commonly assigned to include:

• Star Players (Top-Right Box) – people in this box exhibit both high current performance and exceptional potential. They are ideal candidates for leadership roles and critical projects. Provide them with advanced training, mentorship, and opportunities for career advancement.
• Key Contributors (Middle-Right Box) – this area comprises employees who consistently deliver strong performance but may not yet exhibit high potential for leadership. They are valuable contributors to the organization and may benefit from targeted development programs.
• Solid Performers (Top-Middle Box) – while these employees demonstrate high future potential, they may not be as comfortable or efficient at their current role when compared with others. Acknowledge their contributions and consider specialized roles that align with their strengths.
• Core Players (Middle-Middle Box) – in the middle of the 9-box grid are individuals who can still improve, but may not be at the top of the list for a new role in upper management. These employees often work efficiently but fail to innovate or go the extra mile. Identify areas for improvement and design development plans to enhance their skills and capabilities.
• Emerging Talent (Bottom-Right Box) – individuals in this box are performing highly in their current role but may not have the same signs of potential for future leadership, which SMEs often fall into (and is why this group often struggles to manage other people). Offer mentorship, training, and growth opportunities to nurture their potential.
• Inconsistent Players (Bottom-Middle Box) – employees here may be struggling with their current roles, indicating a need for additional support and development. Work closely with them to address performance gaps and provide targeted coaching to see if there is higher potential than initially assessed.

How to complete the 9-box grid

Filling out this assessment tool involves a thoughtful evaluation of employees based on predefined criteria for performance and potential. HR professionals, managers, and leadership teams should collaborate to place individuals accurately within the grid. This process includes a comprehensive evaluation of skills, competencies, behaviors, and tendencies — all of which can indicate not only current performance, but future potential as well.

1. Define criteria for performance and potential

Before diving into the assessment, establish clear criteria for evaluating both performance and potential. Performance criteria may include factors like job knowledge, productivity, and teamwork, or quantitative data you may have on hand such as order fulfillment, client ratings, and sales numbers. Criteria to evaluate potential may encompass leadership qualities, adaptability, and strategic thinking.

2. Identify evaluation periods

Specify the time frame for evaluating performance. This could be based on quarterly, bi-annual, or annual reviews, ensuring consistency in the assessment process.

3. Gather input from multiple sources

To ensure a comprehensive view, gather feedback from various sources, including managers, peers, and self-assessments. This 360-degree approach helps eliminate biases and provides a holistic understanding of an employee’s contributions.

4. Plotting employees on the grid

• Performance Assessment (X-axis) – evaluate each employee’s current performance based on the predefined criteria. Plot their position on the X-axis, ranging from low to high performance.
• Potential Assessment (Y-axis) – assess each employee’s potential and plot their position on the Y-axis, ranging from low to high potential.

5. Finalize placement and categories

Based on discussions and calibration with HR, leadership, managers, etc., finalize the placement of employees within the grid. Establish categories such as Star Players, Key Contributors, Emerging Talent, and those requiring additional development (which we defined above).

Should employees know where they are on the 9-box assessment?

The answer to this largely depends on the HR maturity of the organization. For many forward-thinking organizations, where succession planning for critical roles is a standard process, transparent conversations with employees occur regularly. These are delicate conversations to maintain a balance between letting the employee know they are a “Star Player” or “Core Player” and managing their expectations and timing for future roles. 

If you have an employee who’s a “Core Player,” the manager does not need to say to the employee, “You’re a Core Player on the 9-box grid.” The manager would simply convey to that employee that they are an essential player to the team and that their contribution is greatly valued. Hopefully, this leads to a conversation about the employee’s performance (supported by data) and career aspirations.

How to use the 9-box for a talent review

When you ask CEOs what they need most to help them meet their business goals, virtually every one of them will say, they need “talent.” Frankly, it is in the organization’s best interest to have a balanced distribution of people across all boxes. For example, if an organization has too many “Star Players” and not enough “Core Players,” it may suggest the company does not have enough employees that form a stable foundation. Besides evaluating the workforce as a whole, the 9-box talent grid is also used for the following:

• Succession planning
• Identifying top talent
• Finding coaching candidates
• Reducing a workforce (RIF)
• Facilitating conversations on development

The three main steps in implementing the 9-box grid on an individual level are: 

1. Assess employee performance

We discussed how to accomplish this step earlier, so assign your employees to the grid, using data and any information from HR to dictate candidate placement. Start with performance (typically an easier metric) and then organize the grid by potential and overall aptitude. After employees have been assigned, it’s time to look at their career paths.

2. Find developmental opportunities

Next, the manager and employee agree on developmental needs to facilitate a change in the employee’s career trajectory (if needed). Some developmental opportunities might include acquiring hard skills such as technological knowledge or certifications, or soft skills such as critical thinking, communication, or executive presence. Skill gaps should also be identified through formal assessments or informal peer feedback. Once the developmental elements have been identified, the manager and employee develop a joint plan to bridge the gaps.

3. Create goals & plans to achieve them

With this knowledge, actionable developmental plans with concrete tasks are created. Action items might involve specific training, exposure to different areas, stretch projects, mentoring, or executive coaching. This step is a journey requiring commitment from the employee, manager, and support from HR to hold everyone accountable. Even more challenging for the manager is supporting a wide range of development plans and timelines for each employee. In addition, continuous monitoring and check-ins between the employee and the manager must occur to measure progress and ensure alignment.

Disadvantages of the 9-box talent grid

The 9-box review system was created in the 1970s, and today’s workforce is very different. For instance, the landscape for talent retention and acquisition has only gotten more competitive since “the war for talent.” Additionally, with advances in Human Capital Management (HCM) technology and employee access to information, perhaps a different tool may be more appropriate. Some common criticisms of this format include:

• Oversimplification: The grid simplifies complex employee attributes, potentially overlooking nuances.
• Subjectivity: Prone to biases and subjective judgments, especially without proper calibration (hence the importance of multiple sources).
• Neglects External Factors: External influences on performance may not be adequately considered.
• Short-Term Focus: May prioritize current performance over long-term potential.
• Lack of Continuous Feedback: Periodic reviews may hinder continuous dialogue and coaching.

Regardless of which tool you use to assess talent on your team, keep in mind it is only a starting point. It’s what you do with the information, the developmental plans you put in place, and the execution of those plans that ensure you have a rising workforce aligned with company objectives.

Is the 9-box talent grid still relevant?

With that said, this question of relevance still pops up frequently. Despite the evolution of talent management practices, the 9-box talent grid remains relevant and effective. Its simplicity, versatility, and ability to provide a quick snapshot of an organization’s talent landscape make it a timeless tool. When integrated with contemporary performance management systems and complemented by ongoing feedback, the 9-box talent review continues to be a cornerstone for informed talent decision-making.

Identify & Develop Your Talent

Now you know how to identify your “Core Players” and “Emerging Talent,” but how do you take them to the next level? The 9-box review provides a snapshot of the talent within a workforce – however, placing your employees on the grid is just step one of the talent development process. Most companies do a decent job working with (or removing) the employees in the “Needs Improvement” box. Unfortunately, many companies fall short in developmental planning for those individuals with higher potential, deemed to be “Star Players” or “Solid Performers.”

Talent and leadership development can tap into the potential your organization already has to offer. The next innovator or daring leader might be on your 9-box talent grid right now, waiting for their chance to shine. Keystone Partners harnesses decades of experience to deliver professional career development services that help employees and organizations grow to their full potential. Discover the benefits of leadership development and career management services today!

CEO: What if we don’t and they stay?

You’ve heard it before but it’s more relevant today than ever. If you ask any CEO what is the one thing they need to achieve their business objectives, it inevitably comes down to having the right people. Today’s “war for talent” combined with the ease and efficiency for employees to look for new jobs (e.g. “one-click” applications) indicates employees are holding all the cards.

In August, CNBC reported there were more jobs (10M) in the U.S. than people looking for work (8.6M). With a scarcity of available talent, retaining the talent you already have is vital and less expensive than hiring new people into your organization.

Why Employees Quit

With the pandemic triggering The Great Resignation, mental fatigue, employee disengagement, and work and family issues are moving up the ranks in terms of reasons why employees are quitting their jobs (or at least admitting to “actively looking” for another job) at a record pace. Another leading reason employees are quitting continues to be because they feel disconnected with their company as they are unclear about their company’s long-term intention for them personally. And even if the employee is paid well, including bonuses and perhaps equity, “compensation” is only one lever in making employees feel valued. In fact, “compensation” is rarely the primary reason employees stay with an employer. In virtually all employee job satisfaction surveys found online, “compensation” rarely makes the top three reasons why employees leave their employers. In the post-pandemic era, a recent survey conducted by Breeze reports that employees are willing to accept a reduction in pay and benefits in order to continue working remotely. This further supports the need for companies to reconsider traditional tactics and do more to retain their top talent.

Employee Engagement

In today’s work environment where a large population of the workforce is working remotely, it is critical for managers to reach out frequently to their people and monitor engagement. These conversations need to go beyond formal team meetings and weekly one-on-one business updates. Today, managers need to demonstrate personal interest in their employees’ personal well-being and connect with them on a more human level. During these conversations, managers should regularly reinforce the employee’s value and the importance of the work they are doing. Moreover, it is the manager’s responsibility to proactively initiate conversations about the employee’s career objectives. This demonstrates that the manager and the company are looking ahead and have deliberate plans for the individual. If the company waits for the employee to initiate the conversation then many times it’s already too late. These conversations need to be done regularly and fluidly throughout the year, not only at the ceremonial “annual performance review.” By having more frequent conversations with their people, managers will stay more connected with the employee, align the employee’s goals with the business’ goals, and detect and address simmering employee disengagement, pre-empting employee attrition.

Most importantly, once the employee has shared their career goals the manager needs to take action to help further these goals by co-developing a personalized “career roadmap” to help the employee achieve their career objectives. This career plan can include targeted training courses, professional coaching, and developmental assignments to help the employee get closer to their stated career objectives.

Some companies invest a lot of money in making large online training libraries available to their employees, however, this is not enough. Generic online content is often viewed as punitive because it’s often associated with mandatory training or compliance, which is why internal training libraries are rarely used. After a full day of Zoom meetings, the last thing an employee wants to do is take a two-hour online course even if it’s in the best interest of the employee’s development.

What employees want is true career development personalized to support their own career growth curve. Here are three things a company can do to help employees advance their careers:

1. Offer professional coaching
2. Provide job enrichment projects
3. Encourage external networking

Professional Coaching

Investing in a professional coach sends a clear message to the employee that they are important to the organization. An independent third-party coach provides a sounding board for the employee. The coach will listen to the employee with neither judgement nor consequence. The coach will help the employee focus on their strengths while making the employee accountable for opportunities for improvement. The coach can stretch the employee to try new mindsets and behaviors outside of the employee’s comfort zone, often triggering a breakthrough in their professional and personal life.

Job Enrichment

After an employee identifies career goals or skills they’d like to develop, the manager needs to provide the employee with opportunities to foster those ambitions. The best way for the employee to develop skills is to apply them to real day-to-day projects. The projects can be within the same department and/or involve cross-functional teams giving the employee more exposure and access to the organization at large. Ideally, the manager will allow the employee to allocate a portion of their time to work on these projects rather than having the employee work additional hours to participate in these enrichment projects.

External Networking

Employers should encourage and support employees to network outside their organizations. This can be in the form of professional associations, alma mater alumni events, and even community or volunteer activities. Encouraging external networking demonstrates the commitment to the employee to grow professionally and support their personal interests. An additional benefit is that happy employees positively represent the company brand in the marketplace and potentially recruit some great talent into the organization.

No Guarantees

Even organizations that implement all of these measures, that go above and beyond to make their employees happy, will experience attrition. Good people always have options and it’s impossible to prevent other companies from leveraging incredible opportunities to poach talent -especially talent with highly valued skills and expertise. However, companies that invest in their people with professional development will foster a culture of learning and build a network of employees and alumni who are positive brand ambassadors for an organization known as a great place to work. And who knows, some of that great talent just might boomerang back in the future.