ormance : Potential Matrix - Definitions
Low Performance, High Meet Performance, High Potential
Potential
Bright and intellectually capable
May deliver results erratically, lack
consistency but show occasional brilliance
1
Enjoy challenge - willing to take business
risks
May not always understand what delivers
great performance but could be developed
Strong ideas but may not always follow
through on delivery
May have high emotional intelligence but
lacks maturity and political astuteness
May be in wrong role or working for the
wrong manager
Potential
Low Performance, Moderate
Potential
Deliver results inconsistently
Need direction and support to reach full job
performance
2
Limited drive and enthusiasm, maybe lack
of commitment
May not be good at managing a team
May be comfortable with some change but
unable to cope with uncertainty or
ambiguity
May have a number ofdevelopment needs
Low Performance, Low
Potential
Consistently fail to deliver targets, miss
deadlines - only do the minimum
(LOW)
Need regular direction, supervision and
coaching
3
Display poor people management skills
Unwilling or unable to learn new things,
(HIGH)
resistant to change
Disorganised, overwhelmed or out of depth
No evidence of improvement in identified
areas
Huge effort and plans required to improve
(LOW)
performance
5 4
High Performance, High Potential
Consistently meet and exceed expectations Outstanding Performer, with clear evidence
potential
Know the job well and enhance skills as
appropriate Consistently exceed KPOs and under pressure
and challenging situations
Take a strategic view, prioritise well, solutions
focused Ability & ambition for major stretch
assignments in new areas
Innovative in anticipation of change
High achievement orientation, self motivated
Politically astute, withgood internal and external
and ambitious
networks
Take a strategic view and understand the big
Proactive in developing their team and themselves
picture
Prepare to challenge the status quo; take
Intellectually capable and emotionally
calculated risks
intelligent
Have ability to take on new & different challenges,
Demand excellence in self and others. Role
within 12 24 months
model for the business
Meet Performance, Moderate High Performance, Moderate
Powerful communicator with internal and
Potential Potential
external audiences
Strong performer in current role Consistently produce strong results with high
Will challenge the organisation to
performance
Consistently meet expectations and deliver results
provide
A growth opportunities
strong contributor with cross functional skills
Know current job well and enhance new skills as
and interest
appropriate Could step into a new role or take
Know the job well and continually enhance their
Can adapt to new situations and environment on a major project today
skills
Provide stability and keep business running
Our competitors
Flexible and has abilitywould poach
to adapt to newthem
May have the potential and ambition to move up in situations as necessary
the organisation
Need minimal direction and supervision
Important to retain them in the business
Assimilate change and manage pressure well
Reliable and trusted to get the job done
Meet Performance, Low Potential High Performance, Low Potential
Well developed
produce people
Consistently meets, and can exceed expectations Consistently exceptional results and
Knowledgeable incurrent role
management
high performance & interpersonal
skills
Expert in their role and their field
Valued as future talent within their field of expertise
Highly valued contributor
Developing people management skills Could move up in their current
Disciplined and organised
Want to further develop their skills and expertise field or across into another
Willing to share knowledge and develop others
Key to the succession plan discipline at their present level
Likely to stay in their field
May not be able, or want, to effectively adapt
to new situations
Major capability vacuum if they are to leave
3
Performance 2 1 (HIGH)
 Succession Planning Chart - SAMPLE

Leader

Joe Smith

Area VP South East Asia

Mary Chia Harvey Norman name name name

name
GM, PPO GM, PRS position, property position, property position, property
position, property

Successor: Successor: Successor: Successor: Successor: Successor:

1. AK Lai, EAM 1. 1. Ken Newman 1. 1. 1.

2. Tony Ferndanez, EAM 2. 2. External or TBR 2. 2. 2.

name name name name

name name
position, property position, property position, property position, property
position, property position, property

Successor: Successor: Successor: Successor: Successor:

Successor:
1. 1. 1. 1. 1.
1.
2. 2. 2. 2. 2.
2.

name name name

position, property position, property position, property

Successor: Successor:
Successor:
1. 1.
1.
2. 2.
2.

Include new openings

EXCEPTIONAL ACTION REQUIRED

MEET EXPECTATIONS NEW IN ROLE/NEEDS DEVELOPMENT