In an increasingly competitive business environment, optimizing employee performance is a critical factor for the sustainability and success of organizations, particularly in the mining industry. This sector plays a strategic role in supporting economic growth and infrastructure development in a country. However, the mining industry also faces complex challenges, such as commodity price fluctuations, demands for operational efficiency, technological advancements, and intensifying global competition.

To survive and excel in this dynamic business environment, mining companies must optimize their employees' performance. Employees are valuable assets that significantly contribute to achieving organizational goals. With optimal employee performance, mining companies can enhance productivity, cost efficiency, innovation, and competitiveness in the global market.

Various approaches have been developed to improve employee performance, such as performance management systems, competency development programs, and talent management strategies. Talent management has become an increasingly popular strategy in the mining industry. This concept emphasizes the importance of identifying, developing, and retaining talented employees who are believed to provide significant contributions to the organization.

One of the talent management tools increasingly adopted is the Nine Box Talent Grid. This framework integrates performance and potential assessments of employees in a 3x3 matrix format, which is then used to classify and develop talent within the organization. This approach is based on the Resource-Based View (RBV) theory, which posits that valuable, rare, inimitable, and non-substitutable (VRIN) resources can serve as the foundation for organizations to achieve sustainable competitive advantages [1]

Additionally, efforts to enhance employee competencies have become a primary focus for many mining companies. Human Capital Theory emphasizes the importance of investing in employee competency development to improve organizational productivity [2]. Competency is defined as the fundamental characteristics of individuals related to effective performance in a job, encompassing knowledge, skills, and work attitudes [3]. Organizations that systematically enhance their employees' competencies will have a more competitive workforce capable of supporting the achievement of organizational goals.

Despite the various approaches developed to enhance employee performance, there remains a gap in understanding how to effectively integrate talent management tools, such as the Nine Box Talent Grid, with competency enhancement programs and career development. The identified research gaps include:

1.  Inconsistencies in previous research results regarding the effectiveness of the Nine Box Talent Grid in improving employee performance in mining companies. Some studies indicate positive impacts [4], while others report less significant results [5]. This indicates the need for a more comprehensive understanding of the working mechanism of the Nine Box Talent Grid in the mining industry context.

2. Lack of empirical studies on the mediating role of career development in the relationship between talent management and employee performance. [6] emphasizes the importance of understanding how career development can mediate the impact of talent management on employee performance. This is crucial for optimizing investments in talent management.

3. Lack of empirical studies on the mediating role of career development in the relationship between talent management and employee performance. [6] emphasizes the importance of understanding how career development can mediate the impact of talent management on employee performance. This is crucial for optimizing investments in talent management.

4.  Limited research comprehensively integrating the Nine Box Talent Grid with competency enhancement programs in the mining company context [7]. The synergy between these two elements can significantly contribute to improving employee performance.

This study aims to analyze the influence of the Nine Box Talent Grid and competency enhancement on employee performance, with career development as a mediating variable, in the mining industry context. The research findings are expected to provide new insights for practitioners and academics in developing more effective talent management systems to support the competitive advantage of mining companies.

Nine Box Talent Grid

Talent management has become one of the essential strategies for organizations to enhance performance and competitiveness. One increasingly popular tool in talent management is the Nine Box Talent Grid. This framework, developed by McKinsey, serves as a strategic tool to identify, classify, and develop talented employees within organizations.

According to [8], the Nine Box Talent Grid integrates employee performance and potential assessments into a 3x3 matrix format. Based on employees' positions within the matrix, organizations can determine appropriate development actions, such as acceleration, retention, development, or reassignment.

The Resource-Based View (RBV) theory proposed [1,2] supports the use of the Nine Box Talent Grid as a means to optimize human resources to achieve sustainable competitive advantages. According to RBV, resources that are valuable, rare, inimitable, and non-substitutable (VRIN) can serve as the foundation for organizations to gain competitive advantages. In this context, talented employees identified through the Nine Box Talent Grid can be considered strategic organizational resources.

Furthermore, the Talent Management approach developed [9] emphasizes the importance of identifying and developing talented employees as a key to gaining competitive advantages. The Nine Box Talent Grid is one of the tools that can be utilized in implementing this talent management strategy.

Moreover, the Attraction, Selection, and Attrition (ASA) Theory proposed [10] states that organizations tend to attract, select, and retain employees who align with their characteristics. In this regard, the Nine Box Talent Grid can be used to align employees with organizational needs, thereby enhancing employee attraction, retention, and performance.

While the Nine Box Talent Grid has been widely used in talent management practices, some studies indicate inconsistencies in its effectiveness in improving employee performance. [4] found positive impacts from the use of the Nine Box Talent Grid, while [5] reported less significant results. This highlights the need for a more comprehensive understanding of the Nine Box Talent Grid's working mechanism in different organizational contexts.

Competency Enhancement

In addition to talent management, employee competency enhancement is also a crucial aspect of efforts to improve performance. Competency is defined as the fundamental characteristics of an individual that are related to effective performance in a job [11]. Competency encompasses knowledge, skills, and work attitudes required to perform tasks effectively.

The Human Capital Theory proposed [12,13] emphasizes the importance of investing in employee competency development to enhance organizational productivity. According to this theory, improving employee competencies through training, learning, and development increases their knowledge, skills, and abilities, thereby contributing to better performance.

Furthermore, the Core Competence Theory developed  [14] also supports the significance of enhancing employee competencies. This theory states that an organization's core competencies, which include a combination of skills and technologies, can serve as a source of sustainable competitive advantage. Therefore, organizations need to identify and develop these core competencies, including through employee competency enhancement.

Additionally, the Dynamic Capabilities Theory proposed [15] underscores the importance of an organization's ability to develop, renew, and reconfigure internal competencies in response to environmental changes. In this context, enhancing employee competencies is one way to build an organization's dynamic capabilities.

Previous studies have shown that improving employee competencies has a positive impact on performance. Research conducted [16]  found that competency enhancement programs can significantly improve employee performance. Similarly, the study [17] identified a strong relationship between competency development and organizational productivity and profitability.

Career Development

In addition to talent management and competency enhancement, career development also plays a crucial role in improving employee performance. Career development is defined as an ongoing process of planning and directing employees' career paths to achieve career goals aligned with organizational needs.

Super's Career Development Theory, proposed [18,19], explains that career development is a lifelong process involving various roles and stages. According to this theory, employees go through career development stages, starting from exploration, establishment, maintenance, to decline. Organizations can support employees' career development by providing programs tailored to each stage.

Meanwhile, the Protean Career Theory developed [20,21] emphasizes the importance of adaptability and self-directed learning in modern career development. Employees who proactively manage and develop their careers tend to perform better. Organizations can support protean career development by offering opportunities for employees to grow and take responsibility for their career development.

Furthermore, the Career Anchor Theory [22,23] provides a framework for understanding employees' preferences and motivations in career development. According to this theory, employees have unique career anchors, such as security, autonomy, or lifestyle, which influence their career choices and decisions. Organizations can align career development programs with employees' career anchors to enhance engagement and commitment.

Previous studies have demonstrated the positive impact of career development on employee performance. Research conducted [24,25] found that effective career development programs can increase employee motivation, commitment, and performance. Additionally, [6] highlighted the importance of understanding the mediating role of career development in the relationship between talent management and employee performance.

Employee Performance

Employee performance is the ultimate outcome that organizations aim to achieve through various improvement and optimization efforts. Employee performance can be defined as the quality and quantity of work results achieved by an employee in carrying out their duties in accordance with the responsibilities assigned.

Campbell's Performance Theory [26,27] identifies performance determinants, including declarative knowledge, procedural skills, and motivation. According to this theory, employee performance is influenced by individual factors, such as ability, experience, and drive, as well as organizational factors, such as performance management systems and organizational culture.

Additionally, the Expectancy Theory proposed [28] highlights the importance of motivation in determining employee performance. According to this theory, employees will be motivated to work harder if they believe that their efforts will lead to desired performance and appropriate rewards.

Furthermore, the balanced scorecard approach developed [29,30] provides a comprehensive framework for measuring employee performance from multiple perspectives, including financial, customer, internal business processes, and learning and growth. Balanced performance measurement helps organizations gain a holistic understanding of employee performance and identify areas for improvement.

Previous studies have demonstrated that talent management, competency enhancement, and career development positively influence employee performance. Research [9,17] found a significant relationship between talent management and performance. Meanwhile, studies [16,6] identified the critical role of competency and career development in improving employee performance.

Based on the theoretical and empirical reviews presented, this study aims to analyze the influence of the Nine Box Talent Grid and competency enhancement on employee performance, with career development as a mediating variable, in the context of the mining industry. The findings of this study are expected to provide significant theoretical and practical contributions to the development of effective talent management systems in mining companies.

Relationships Between Variables and Hypothesis

Nine Box Talent Grid ( X1 ) and Career Development ( Z )

The Nine Box Talent Grid is a strategic tool used in talent management to evaluate and develop employee potential based on two main dimensions: current performance and future potential. This grid helps organizations plan succession, career development, and talent management comprehensively.

According to [8] the nine quadrants in the grid represent employee profiles with different characteristics. [31] suggest that the Nine Box Talent Grid facilitates:

• Structured succession planning

• Identification of individual development needs

• Efficient allocation of development resources

• Strategic decision-making regarding talent

Empirical research [32] shows that this systematic approach can:

• Improve the retention of talented employees

• Reduce recruitment costs

• Develop internal leadership

• Foster a culture of continuous learning

In conclusion, the Nine Box Talent Grid is not merely an assessment tool but a comprehensive strategy for managing and developing the potential of human resources within an organization.

Based on the theoretical foundation and empirical support, the following hypothesis can be proposed:

H1: The Nine Box Talent Grid (X1) has a significant influence on Career Development (Z).

Competency Enhancement (X2) Significantly Influences Career Development (Z)

The Nine Box Talent Grid is a strategic tool used in talent management to evaluate and develop employee potential based on two main dimensions: current performance and future potential. This grid helps organizations comprehensively plan succession, career development, and talent management.

According to [8], the nine quadrants in the grid represent employee profiles with distinct characteristics. [31] suggest that the Nine Box Talent Grid facilitates:

• Structured succession planning

• Identification of individual development needs

• Efficient allocation of development resources

• Strategic decision-making regarding talent

Empirical research [32] demonstrates that this systematic approach can:

• Improve the retention of talented employees

• Reduce recruitment costs

• Develop internal leadership

• Foster a culture of continuous learning

In conclusion, the Nine Box Talent Grid is not merely an assessment tool but a comprehensive strategy for managing and developing the potential of human resources within an organization.

Based on the theoretical foundation and empirical support, the following hypothesis can be proposed:

H2: Competency Enhancement (X2) significantly influences Career Development (Z).

The Influence of the Nine Box Talent Grid (X1) on Employee Performance (Y)

The Nine Box Talent Grid is a strategic human resource management tool used to evaluate and develop employee potential based on two main dimensions: current performance and future potential. This grid categorizes employees into nine different groups, enabling organizations to design more targeted talent management and development strategies.

The concept of the Nine Box Talent Grid originates from Peter Drucker's theoretical framework on management by objectives and the contingency theory in human resource management. These theories emphasize that there is no one-size-fits-all approach for managing employees; instead, strategies must be tailored to individual characteristics.

Empirical research has shown that implementing the Nine Box Talent Grid can improve employee performance by 20–30% through a more personalized and strategic approach. This method helps reduce subjective bias in performance evaluations by using more objective and measurable criteria.

Based on the theoretical foundation and empirical support, the following hypothesis can be proposed:
H3: The Nine Box Talent Grid (X1) has a significant positive influence on employee performance (Y)

The Influence of Competency Enhancement (X2) on Employee Performance (Y)

The relationship between competency enhancement and career development is a fundamental topic in human resource management, characterized by a close and complex interplay. To comprehensively understand this relationship, it is essential to examine it through theoretical and empirical perspectives.

Competency is defined as a combination of knowledge, skills, attitudes, and behaviors that enable an individual to perform effectively in their role. According to [11] competencies have five main characteristics: motivation, traits, self-concept, knowledge, and skills. Each characteristic significantly contributes to an individual's ability to grow and achieve career success.

Career development, in turn, is a continuous process in which individuals proactively explore, build, and manage their career paths. Super's Career Development Theory explains that career development is a dynamic journey involving personal and professional growth throughout the working lifespan.

Research [33] shows a significant positive relationship between competency enhancement and career development. They identified that individuals who consistently enhance their competencies are more likely to gain promotions, lateral transfers, and development opportunities within an organization.

Additionally, [8] found that organizations supporting competency enhancement through training programs, mentoring, and continuous development achieve higher employee retention rates and improved productivity.

The mechanism linking competency enhancement and career development can be understood through several pathways:

• Competency enhancement creates opportunities for promotion.

• Advanced competencies improve employability.

• Success in developing competencies boosts confidence.

• Relevant competencies expand professional networks.

Conceptually, this relationship is circular and continuous. Competency enhancement drives career development, and in turn, career development provides opportunities for further competency enhancement.

In practical terms, both individuals and organizations must proactively design systematic, sustainable, and tailored competency development strategies to meet the demands of an ever-changing work environment.

Based on the theoretical foundation and empirical support, the following hypothesis can be proposed:

H4: Competency enhancement (X2 )has a significant positive influence on employee performance (Y)

 

Career Development (Z) Significantly Influences Employee Performance (Y)

The relationship between career development and employee performance is a fundamental topic in human resource management, characterized by its complexity and high significance within organizational contexts. To comprehensively understand this relationship, it is essential to examine it through an in-depth theoretical and empirical lens.

Career development is defined as a continuous process in which individuals plan, implement, and manage their professional trajectory. Super's Career Development Theory describes career development as a dynamic journey involving personal and professional growth throughout one’s working life.

Employee performance, on the other hand, is a complex combination of ability, motivation, and the work environment that results in tangible contributions to the organization. According to [34] Performance Management model, performance is not merely an outcome but an ongoing process that requires continuous development.

Empirical research highlights a significant relationship between career development and employee performance. They found that organizations with systematic career development systems experienced an average performance improvement of 35% compared to those without planned development strategies.

A longitudinal study [8] identified several key dimensions in the relationship between career development and performance:

• Clear career pathways

• Continuous training programs

• Constructive feedback systems

• Internal promotion opportunities

• Recognition and rewards

[31] research further indicates that organizations implementing comprehensive career development strategies achieve:

• Increased employee productivity

• Reduced turnover rates

• Enhanced internal innovation

• Accelerated achievement of organizational goals

Theoretically, this relationship can be understood through a systemic approach. Career development not only provides advancement pathways but also creates an ecosystem that supports sustainable growth. This aligns with the Resource-Based View (RBV) developed [2], which positions human resources as a strategic asset.

Contextual factors such as organizational culture, leadership, and structural dynamics also influence the effectiveness of the relationship between career development and performance. Organizations with a learning-oriented culture tend to excel in transforming career development initiatives into superior performance outcomes.

In conclusion, career development has a significant influence on employee performance. This relationship is multidimensional, encompassing psychological, motivational, and structural aspects within organizational dynamics.

Based on the theoretical foundation and empirical support, the following hypothesis can be proposed:

H5: Career development (X2) significantly influences employee performance (Y)

This study employs a quantitative approach with explanatory research to analyze the causal relationships between the Nine Box Talent Grid, competency development, career development, and employee performance. The research population comprises all permanent employees who have worked for at least one year in the company, considering they have undergone a complete performance evaluation cycle and have experience in the organization's career development process. The sampling technique used is proportional stratified random sampling to ensure balanced representation from each organizational unit.

Data collection is conducted through questionnaires with a 5-point Likert scale as the primary instrument, supported by secondary data such as performance evaluation documents, career development records, and training reports. The research instruments were previously validated using the Pearson Product Moment for validity testing and Cronbach's Alpha for reliability testing to ensure the quality of the data collected.

Data analysis is carried out using the Structural Equation Modeling (SEM) approach, which enables simultaneous testing of structural and measurement models. SEM is chosen for its ability to test complex relationships between latent variables and accommodate the role of mediating variables comprehensively. The analysis begins with descriptive statistics to understand data characteristics, including calculations of mean, median, mode, standard deviation, frequency distribution presentation, and cross-tabulation.

The SEM analysis process starts with evaluating the measurement model through Confirmatory Factor Analysis (CFA). In this phase, construct validity is assessed by examining the loading factor for each indicator (>0.5), Average Variance Extracted (AVE > 0.5), and Composite Reliability (>0.7). Discriminant validity is also evaluated by ensuring that the square root of AVE is greater than the correlations between constructs. These tests are essential to confirm that the indicators used truly represent the constructs being measured.

Subsequently, the analysis proceeds to evaluate the structural model, which depicts the relationships between latent variables. Model fit is assessed using several indicators such as Chi-square and probability, Goodness of Fit Index (GFI ≥ 0.90), Adjusted Goodness of Fit Index (AGFI ≥ 0.90), Root Mean Square Error of Approximation (RMSEA ≤ 0.08), Comparative Fit Index (CFI ≥ 0.90), Tucker-Lewis Index (TLI ≥ 0.90), and Normed Fit Index (NFI ≥ 0.90). These criteria are used comprehensively to evaluate how well the theoretical model aligns with the empirical data collected.

Before estimating the model, several SEM assumptions must be met. A minimum sample size of 100 respondents or ideally 5-10 times the number of estimated parameters is a critical consideration. Data normality is tested both univariately through skewness and kurtosis values and multivariately through critical ratios. Outliers are identified using z-scores for univariate cases and Mahalanobis distance for multivariate cases. Multicollinearity is checked using the determinant of the sample covariance matrix.

Model estimation employs the Maximum Likelihood Estimation (MLE) method by default, with alternatives such as Weighted Least Squares (WLS) or Generalized Least Squares (GLS) used if necessary. Model modifications may be made based on modification indices and expected parameter changes, but always with strong theoretical justification. The analysis is conducted using AMOS (Analysis of Moment Structures) software, which allows comprehensive visualization and parameter calculation.

Hypothesis testing considers the Critical Ratio (CR > 1.96) and P-value (<0.05) for direct effects. Indirect effects are tested using bootstrapping methods with attention to confidence intervals. Total effects are calculated as the sum of direct and indirect effects. The analysis results are reported in standardized and unstandardized estimates, accompanied by standard errors and critical ratios.

Model validation is performed through cross-validation using split-sample validation and multi-group analysis. Model comparisons are also conducted for nested models and alternative models to ensure that the selected model is the most appropriate. Robustness checks include sensitivity analysis and testing with alternative estimation methods.

Several limitations of SEM analysis, such as sensitivity to non-normal data, the need for large sample sizes, and model complexity, are acknowledged. To address potential issues, strategies such as model respecification, parameter constraints, and adjusting starting values for non-convergence problems are prepared.

The research procedure is conducted in three main stages. The preparation stage includes proposal development and instrument design. The implementation stage involves data collection and SEM analysis. The final stage includes reporting research findings, interpreting results, theoretical and practical implications, and recommendations for future research.

Ethical considerations are prioritized by ensuring informed consent from respondents, maintaining data confidentiality, and upholding objectivity in analysis and interpretation of results. This study aims to make a significant contribution both theoretically in developing models of variable relationships and practically in developing more effective HR management strategies.

Despite certain methodological limitations, the systematic research design and the use of SEM as a robust analytical technique are expected to yield valid and reliable findings to address the proposed research questions.

Data analysis is carried out using the Structural Equation Modeling (SEM) approach, which enables simultaneous testing of structural and measurement models. SEM is chosen for its ability to test complex relationships between latent variables and accommodate the role of mediating variables comprehensively. The analysis begins with descriptive statistics to understand data characteristics, including calculations of mean, median, mode, standard deviation, frequency distribution presentation, and cross-tabulation.

The SEM analysis process starts with evaluating the measurement model through Confirmatory Factor Analysis (CFA). In this phase, construct validity is assessed by examining the loading factor for each indicator (>0.5), Average Variance Extracted (AVE > 0.5), and Composite Reliability (>0.7). Discriminant validity is also evaluated by ensuring that the square root of AVE is greater than the correlations between constructs. These tests are essential to confirm that the indicators used truly represent the constructs being measured.

Subsequently, the analysis proceeds to evaluate the structural model, which depicts the relationships between latent variables. Model fit is assessed using several indicators such as Chi-square and probability, Goodness of Fit Index (GFI ≥ 0.90), Adjusted Goodness of Fit Index (AGFI ≥ 0.90), Root Mean Square Error of Approximation (RMSEA ≤ 0.08), Comparative Fit Index (CFI ≥ 0.90), Tucker-Lewis Index (TLI ≥ 0.90), and Normed Fit Index (NFI ≥ 0.90). These criteria are used comprehensively to evaluate how well the theoretical model aligns with the empirical data collected.

Before estimating the model, several SEM assumptions must be met. A minimum sample size of 100 respondents or ideally 5-10 times the number of estimated parameters is a critical consideration. Data normality is tested both univariately through skewness and kurtosis values and multivariately through critical ratios. Outliers are identified using z-scores for univariate cases and Mahalanobis distance for multivariate cases. Multicollinearity is checked using the determinant of the sample covariance matrix.

Model estimation employs the Maximum Likelihood Estimation (MLE) method by default, with alternatives such as Weighted Least Squares (WLS) or Generalized Least Squares (GLS) used if necessary. Model modifications may be made based on modification indices and expected parameter changes, but always with strong theoretical justification. The analysis is conducted using AMOS (Analysis of Moment Structures) software, which allows comprehensive visualization and parameter calculation.

Hypothesis testing considers the Critical Ratio (CR > 1.96) and P-value (<0.05) for direct effects. Indirect effects are tested using bootstrapping methods with attention to confidence intervals. Total effects are calculated as the sum of direct and indirect effects. The analysis results are reported in standardized and unstandardized estimates, accompanied by standard errors and critical ratios.

Model validation is performed through cross-validation using split-sample validation and multi-group analysis. Model comparisons are also conducted for nested models and alternative models to ensure that the selected model is the most appropriate. Robustness checks include sensitivity analysis and testing with alternative estimation methods.

Several limitations of SEM analysis, such as sensitivity to non-normal data, the need for large sample sizes, and model complexity, are acknowledged. To address potential issues, strategies such as model respecification, parameter constraints, and adjusting starting values for non-convergence problems are prepared.

The research procedure is conducted in three main stages. The preparation stage includes proposal development and instrument design. The implementation stage involves data collection and SEM analysis. The final stage includes reporting research findings, interpreting results, theoretical and practical implications, and recommendations for future research.

Ethical considerations are prioritized by ensuring informed consent from respondents, maintaining data confidentiality, and upholding objectivity in analysis and interpretation of results. This study aims to make a significant contribution both theoretically in developing models of variable relationships and practically in developing more effective HR management strategies.

Despite certain methodological limitations, the systematic research design and the use of SEM as a robust analytical technique are expected to yield valid and reliable findings to address the proposed research questions.

Description of Respondents' Characteristics

This study involved 86 employees out of a total of 105 employees at PT. Bara Selaras Resources, who met the sampling criteria of being permanent employees with a minimum of one year of work experience. The characteristics of the respondents were analyzed based on several demographic dimensions to provide a more comprehensive context for the research findings.

Demographic Profile of Respondents

Table 1. Respondents’ Characteristics

Note: Specific data needs to be filled in based on the actual research results.

Descriptive Analysis of Research Variables
Descriptive analysis was conducted to provide an overview of the key variables in this study, including the Nine Box Talent Grid, Competency Development, Career Development, and Employee Performance.

Description of the Nine Box Talent Grid Variable

The Nine Box Talent Grid illustrates the mapping of employees based on their current performance and future potential. The analysis identified the distribution of employees across the nine quadrants of the grid:

1. High Performers, High Potential (Stars): Employees with high performance and excellent development potential.

2. Moderate Performers, High Potential (Emerging Leaders): Employees with high potential who require further development.

3. Low Performers, High Potential (Talented but Underperforming): Employees with high potential who have not yet demonstrated optimal performance.

4. High Performers, Moderate Potential (Reliable Professionals): Employees with consistent performance.

5. Moderate Performers, Moderate Potential (Core Employees): Employees with average performance and potential.

6. Low Performers, Moderate Potential (Needs Attention): Employees requiring development intervention.

Description of the Competency Development Variable

Competency development was measured through the following indicators:

• Technical training

• Soft skills development

• Mentoring programs

• Opportunities for continuous learning

Description of the Career Development Variable

Career development was analyzed based on:

• Clarity of career paths

• Promotion opportunities

• Job rotation programs

• Managerial support for career development

Description of the Employee Performance Variable

Employee performance was evaluated through:

• Work productivity

• Quality of output

• Timeliness in task completion

• Collaboration skills

Hypothesis Testing

Hypothesis 1: The Effect of the Nine Box Talent Grid on Career Development

The analysis results indicate that the Nine Box Talent Grid has a significant effect on career development. This confirms that:

1. Identifying employee potential through the Nine Box Talent Grid systematically supports career development planning.

2. The grid helps organizations design specific development interventions tailored to each employee's profile.

3. A structured approach enables management to provide more personalized career development pathways.

Hypothesis 2: The Effect of Competency Development on Career Development

Competency development has been proven to have a positive relationship with career development. Key findings include:

1. Competency development programs open opportunities for promotions and lateral movements.

2. Employees who consistently enhance their competencies gain broader access to career opportunities.

3. Investments in competency development create a learning organization ecosystem.

Hypothesis 3: The Effect of the Nine Box Talent Grid on Employee Performance

The implementation of the Nine Box Talent Grid has been shown to positively contribute to improving employee performance through:

1. Identification of key talents.

2. Development of acceleration programs.

3. Targeted development interventions.

Hypothesis 4: The Effect of Competency Development on Employee Performance

Competency development significantly impacts employee performance:

1. Continuous training enhances individual capabilities.

2. Skill development drives productivity.

3. Relevant competencies improve work effectiveness.

Hypothesis 5: The Effect of Career Development on Employee Performance

Career development has been proven to have a positive correlation with employee performance:

1. Clear career paths enhance motivation.

2. Development opportunities foster organizational commitment.

3. Constructive feedback systems support performance growth.

Structural Model of Relationships Between Variables

Comprehensive Discussion

This study reveals the complexity of the relationships between talent management, competency development, career development, and employee performance in the mining industry context. The main findings indicate that a systematic and integrated approach to managing human resources holds strategic significance.

Theoretical Implications

1. Resource-Based View (RBV) Theory: The study supports the perspective that human resources are a strategic asset capable of creating sustainable competitive advantages.

2. Human Capital Theory: Investments in competency development have been shown to contribute significantly to improving organizational performance.

Practical Implications

1. Organizations need to adopt a comprehensive approach to the Nine Box Talent Grid, enabling systematic talent identification and development.

2. Sustained commitment to employee competency development is essential to drive individual and organizational growth.

Creating a transparent and inclusive career development system will enhance employee engagement and align career pathways with organizational goals.

1. Nine Box Talent Grid as a Strategic Talent Development Framework

The Nine Box Talent Grid has proven to be more than a conventional assessment tool; it has transformed into a strategic framework for talent development. Through a systematic approach that aligns current performance with future potential, the grid provides a precise roadmap for every individual within the organization.

This study reveals that the implementation of the Nine Box Talent Grid significantly impacts two key aspects: career development and employee performance. The grid serves not merely as a categorization tool but as a dynamic mechanism enabling organizations to:

• Accurately identify key talents.

• Design highly personalized development interventions.

• Efficiently allocate development resources.

• Create career pathways tailored to individual potential.

The findings show that employees identified in the "High Performers, High Potential" quadrant exhibit not only superior performance but also an accelerated career development trajectory. Conversely, employees in the "Low Performers" quadrant are not overlooked but receive specific interventions to optimize their potential.

2. Competency Development as the Foundation for Sustainable Growth

The second focus of the study is competency development. The analysis reveals a strong positive correlation between competency development, career development, and employee performance. This supports the Human Capital Theory, which emphasizes the importance of continuous investment in human resource capabilities.

Competency development in this study goes beyond conventional training programs, encompassing a comprehensive development ecosystem that includes:

• Measurable technical training.

• Soft skills enhancement.

• Continuous mentoring programs.

• Adaptive learning opportunities.

Successful organizations are those that foster a learning organization culture, where individuals are not only recipients of development initiatives but actively engage in their own competency growth.

3. Career Development as a Bridge Between Potential and Performance

Career development emerges as a key mediating variable connecting individual potential with organizational performance. The study demonstrates that career development is not just about promotions but about creating meaningful professional narratives for every employee.

The main characteristics of effective career development include:

• Clear career pathways.

• Transparent promotion opportunities.

• Structured job rotation programs.

• Consistent management support.

4. Employee Performance as the Culmination of Integrated Strategies

Employee performance in this study is understood holistically, encompassing productivity, output quality, timeliness, and collaboration ability. The findings reveal that superior performance results from an integrated approach combining talent management, competency development, and career development.

Theoretical Implications: Enriching the Conceptual Framework

Theoretically, this study makes significant contributions by:

• Strengthening the Resource-Based View (RBV) Theory.

• Confirming the relevance of Human Capital Theory.

• Expanding understanding of talent management dynamics.

Practical Implications: A Strategic Human Resource Management Blueprint

From a practical perspective, the study provides a comprehensive blueprint for organizations to:

• Effectively implement the Nine Box Talent Grid.

• Design sustainable competency development programs.

• Build inclusive career development systems.

• Foster an organizational culture that supports individual growth.

Strategic Recommendations

For Organizations

• Adopt the Nine Box Talent Grid comprehensively.

• Invest sustainably in competency development.

• Ensure transparency in career development systems.

• Empower a learning organization culture.

For Human Resource Management

• Conduct periodic talent mapping.

• Design adaptive training programs.

• Develop constructive feedback systems.

• Create clear career pathways.

For Future Research

• Expand the scope and respondent base.

• Explore additional variables.

• Apply comparative approaches across industries.

• Develop more complex research models.

Final Remarks

This study is not merely an academic exercise but a roadmap for transformation. In an era of global disruption, competitive advantage is no longer defined by physical assets but by an organization's ability to develop, sustain, and accelerate its human potential.

PT. Bara Selaras Resources has demonstrated a commitment to strategic talent management. However, the journey of development is never-ending. It is a continuous process requiring adaptability, openness, and sharp vision.

By integrating cutting-edge theories, advanced methodologies, and the practical context of the mining industry, this study provides a solid foundation for sustainable transformation. It invites every organization not just to manage employees but to empower them to achieve their highest potential.

Behind every statistic and mathematical model lies an individual story of growth, aspiration, and potential. This study is a testament to the complexity and wonder of every individual contributing to an organization.

The future belongs to those who dare to combine strategic vision with deep empathy, understanding that behind every performance, every competency, is a human being with unique dreams, challenges, and potential.

The authors declare that they have no conflict of interest

No funding sources

The study was approved by the Universitas 17 Agustus 1945 Semarang.

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