Managing Talent - 9 Quadrants

Managers and Leaders are always facing the dilemma of attracting, retaining, and managing talent. The cost of a recruiting a new candidate and the cost of onboarding the candidate makes a huge impact on the organization's ability to deliver value and the project's ability to maintain flow of benefit. As a result, even project managers and program managers, who may not have the authority to hire talent based on the PMO structure must maintain a diligent focus on managing talent. 

In my capacity managing five direct employees who have a span of up to 5-10 people besides the various stakeholders as part of the projects and products they manage, I have needless to say assume this role of talent management. Bringing my scholar-practitioner outlook of servant leadership that has four ways of categorizing talent (D1 to D4) and similar quadrant approaches in the Boston Consulting Group (BCG) for product management, Ansoff Matrix for product diversification, and Blue Ocean Leadership for thinking big, I have created an approach based on one's job performance and their potential for the organization. Accordingly, I have iterated on this approach below and am sharing it.    

This is not a recommendation and may have to be modified as the situation warrants. 

Here are a few thoughts to keep in mind.

1. I consider the green middle quadrant to be the "Meet the expectations" (like a 3 out of 5). These people will be hungry for reward and recognition. The responsibility lies with their manager to evaluate (accountability is with the individual) potential versus performance and move them to be a high-performer or star performer. Recommendation is always to focus on people skills (high-performer) than strategy skills (star performer)
2. The lower and top quadrant on the low performance scale indicate process problems in not hiring the right talent or not providing the right environment for them to perform. But, if there is a clear people problem (not a team player, performing things that are clearly against the professional code of ethics or demonstrating competence to perform), then, think of eliminating the person but tighten up the processes (never waste a failure). If the candidate has high potential but not performing for various HR reasons, then put them on PIP (Performance Improvement Plan) or move them to a better role/department where their potential can be advantageous for them and the organization.
3. The lower quadrant on the high performance low potential mean they are efficient in doing things assigned to them but lack motivation or demonstrate a lack of career development (comfort zone). If they have comfort zone issues, they represent a potential flight risk and the manager must be relentless in backing that individual. If the person is having career promotion interest but a lack of motivation, dig deeper to find out. Assigning mentors and advisors to support them in addressing their blind spots (weaknesses) is good. Focus on leading with their strength as it gives them confidence and is a morale booster.
4. The top quadrant (high performance, high potential) is an efficient leader. Now, this is based on competence and capability; therefore, be careful in premature promotion. One has to spend time in coaching this individual. 
5. The yellow quadrants require managerial intervention. The individual may not be at the level to articulate their career ambitions clearly. So, this is where the manager truly shines in bringing them up to the level of competence required. 
6. The orange quadrants require managerial supervision.   According to the situational leadership, these areas may represent directing, supporting, delegating, and coaching depending upon the maturity of the person and the extent of direction needed. Frequently, these areas require the manager to serve as a coach. 

Hope this helps. Let me know if you have any comments.