In a 9-box grid, which axes are plotted?

In a 9-box grid, which axes are plotted?

• A. Performance and potential.
• B. Salary and tenure.
• C. Training hours and certification levels.
• D. Engagement and team size.

Answer: (A)

The main idea being tested is how a 9-box talent grid maps employee attributes. In this model, each person is placed on two axes: current performance on one axis and potential for future growth on the other. This two-dimensional view lets you quickly see who is performing well now and who has the capacity to develop into stronger roles, which is invaluable for development planning and succession. So why this pair of axes? Performance reflects how well someone is delivering in their current role, while potential measures their ability to grow, take on greater responsibilities, or move into higher-level positions. Together, they create a 3x3 grid that segments people into nine boxes, guiding targeted development,Stretch assignments, and succession decisions. Other options don’t fit because they don’t represent that dual focus on present effectiveness and future capability. Salary and tenure are organizational or compensation metrics, not a two-dimensional assessment of an employee’s current impact and future growth. Training hours and certifications are inputs or qualifications, not the future-pacing dimension. Engagement and team size describe broader context or culture, not the individual’s mapped performance-versus-potential placement.

The main idea being tested is how a 9-box talent grid maps employee attributes. In this model, each person is placed on two axes: current performance on one axis and potential for future growth on the other. This two-dimensional view lets you quickly see who is performing well now and who has the capacity to develop into stronger roles, which is invaluable for development planning and succession.

So why this pair of axes? Performance reflects how well someone is delivering in their current role, while potential measures their ability to grow, take on greater responsibilities, or move into higher-level positions. Together, they create a 3x3 grid that segments people into nine boxes, guiding targeted development,Stretch assignments, and succession decisions.

Other options don’t fit because they don’t represent that dual focus on present effectiveness and future capability. Salary and tenure are organizational or compensation metrics, not a two-dimensional assessment of an employee’s current impact and future growth. Training hours and certifications are inputs or qualifications, not the future-pacing dimension. Engagement and team size describe broader context or culture, not the individual’s mapped performance-versus-potential placement.