Actions to Take After a 9-Box Review
Turn each 9-box grid placement into clear development notes, follow-ups, and practical talent decisions.
A 9-box review should lead to more than a completed chart. Its value comes from the decisions you record, the conversations you schedule, and the development work that follows. Here is how to turn every grid position into a practical next step.
Treat placement as a starting point
A person’s position reflects an assessment at a particular time. It is not a permanent label or a complete account of their contribution.
Before assigning actions, check that reviewers used the same definitions for performance and potential. Ask for evidence behind ratings, note any disagreement, and consider whether recent role changes affected the assessment.
For each employee, record:
- The evidence supporting their performance rating
- The behaviors or experience behind their potential rating
- Strengths to maintain or apply elsewhere
- One or two development priorities
- A named owner for each follow-up
- A date for reviewing progress
These notes make the grid useful after the talent review ends.
Step 1: Add the people in scope
Start by deciding which team, department, or review group belongs on the grid. In 9 Box Grid Maker, you can add employees manually or import them from a spreadsheet.
Include enough basic information to identify each person and understand their current role. Keep the review group consistent: comparing people from unrelated job levels without clear criteria can make placements harder to interpret.
You can start with a ready-to-use template or create a grid from scratch. Custom axes and labels let you match the language already used in your evaluation model.
Step 2: Evaluate performance and potential
Score each person on both axes using agreed definitions. Performance usually concerns results and contribution in the current role. Potential concerns readiness or capacity for broader, more complex, or different responsibilities.
Reviewers should bring specific examples rather than relying on reputation or one recent event. If evidence is incomplete, record that limitation instead of forcing certainty.
As you score each person, they appear on the grid. Use the visual distribution to spot ratings that need discussion, but do not adjust placements merely to create a balanced-looking chart.
Step 3: Analyze and assign follow-ups
Once everyone is placed, examine the full grid. Look for repeated development needs, succession gaps, concentrated risk, and employees whose current assignments may not fit their capabilities.
Add notes and action items to each person. You can also export the grid as a PDF or image, or share it by link with the appropriate stakeholders. Team access controls help you decide who can see the review.
Every action should have an owner and a review date. Without those details, recommendations such as “prepare for leadership” or “improve performance” are too vague to guide anyone.
Actions for each grid position
The labels below use low, moderate, and high ratings for both axes. If your organization uses different terms, adapt the actions to your model.
High performance, high potential
Discuss likely next roles and the experience needed before a move. Assign a demanding project, broader responsibility, or exposure to a different business area. Record retention considerations, but avoid promising a promotion before a role and timeline are confirmed.
High performance, moderate potential
Recognize strong contribution in the current role. Ask whether the employee wants deeper expertise, wider influence, or people management. Development might include mentoring others, leading a project, or becoming the team’s specialist in an important area.
High performance, low potential
Do not treat low potential as low value. Confirm whether the rating reflects career preference, mobility, role scope, or the criteria being used. Focus on recognition, sustainable performance, knowledge sharing, and meaningful growth within the current path.
Moderate performance, high potential
Identify what is preventing stronger current results. The person may be new to the role, working in a poor fit, or missing a specific skill. Set near-term performance goals before assigning broader responsibilities, then review progress on a defined date.
Moderate performance, moderate potential
Agree on one or two concrete areas for improvement. Use targeted assignments, coaching, or regular feedback rather than a broad development plan. Revisit the placement after enough time has passed to observe progress.
Moderate performance, low potential
Clarify expectations for the current role and check whether the work matches the employee’s strengths. The next step may be improving consistency, narrowing priorities, adding support, or considering a better-fitting role where appropriate.
Low performance, high potential
Separate future capability from current delivery. Investigate onboarding, unclear goals, management support, role fit, and skill gaps. Create a specific plan for current performance before making decisions based on possible future contribution.
Low performance, moderate potential
Define the required improvement, how it will be measured, and when it will be reviewed. Provide reasonable support and document discussions. If performance does not improve, follow your organization’s established performance process.
Low performance, low potential
Check the evidence carefully and make sure the placement is not based on a single setback or limited exposure. Set clear expectations and support. Any role change or employment decision should follow company policy and a fair process, not the grid alone.
Build a follow-up rhythm
A useful review ends with a short action list rather than a collection of general observations. After the meeting, confirm who will speak with each employee, what can be shared, and when actions will be checked.
Use notes and action items to track commitments. At the next review, compare outcomes with the previous assessment. Update placements when evidence changes instead of treating the original grid as fixed.
Frequently asked questions
Can I change the axes and labels?
Yes. You can define your own criteria and labels, use a pre-built template, or create a grid from scratch. Pro users can also customize colors and the grid structure.
Can managers and HR work from the same grid?
Yes. Team access supports collaboration between managers and HR, with controls over who can see what. Grids can be exported as a PDF or image, or shared by link.
Can I create and review grids on a phone?
Yes. 9 Box Grid Maker works on desktop, tablet, and mobile devices. You can create up to three grids for free without entering a credit card.
Turn your next talent review into a documented action plan with 9 Box Grid Maker.