Talent
Review
Guide
To be used as a
resource for one
step in the
LEADERSHIP
PIPELINE PROJECT
University of Missouri System
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LEADERSHIP PIPELINE PROJECT
TALENT REVIEW GUIDE
UNIVERSITY OF MISSOURI SYSTEM
OCTOBER 2013
*DRAFT*
TABLE OF CONTENTS
WHAT IS THE LEADERSHIP PIPELINE PROJECT? ......................................................................... 4
WHAT IS THE TALENT REVIEW PROCESS? ..................................................................................... 5
WHY HOLD A TALENT REVIEW MEETING? ...................................................................................... 6
THE TALENT REVIEW PROCESS ......................................................................................................... 7
THE TALENT REVIEW PROCESS ......................................................................................................... 8
CONFIDENTIALITY AND HONESTY EXPECTATIONS ..................................................................... 9
Confidentiality ......................................................................................................................................... 9
Honesty .................................................................................................................................................... 9
USING THE TALENT REVIEW FORMS .............................................................................................. 10
Leader Profile........................................................................................................................................ 10
Performance on Top Five Essential Job Functions .................................................................... 10
Institutional or Unit Metrics.............................................................................................................. 10
Leadership Competencies Based on Performance .................................................................... 11
Development Areas ......................................................................................................................... 11
Significant Strengths ........................................................................................................................ 11
Potential for Advancement .............................................................................................................. 11
Succession Status ............................................................................................................................ 11
Ongoing Participant Considerations .................................................................................................. 12
Career Path ....................................................................................................................................... 12
Vacancy Risk .................................................................................................................................... 12
Development Plan ............................................................................................................................ 13
Succession Plan ............................................................................................................................... 13
Talent Review Summary ..................................................................................................................... 14
CONDUCTING THE TALENT REVIEW MEETINGS ......................................................................... 15
Preparation ............................................................................................................................................ 15
Ground Rules for All Parties ............................................................................................................... 15
Role Clarifications ................................................................................................................................ 16
Facilitator ........................................................................................................................................... 16
Evaluator............................................................................................................................................ 16
Participant.......................................................................................................................................... 16
Facilitator’s Assistant ....................................................................................................................... 16
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Talent Review Group ....................................................................................................................... 17
Bench Strength Analysis ..................................................................................................................... 17
Sample Talent Review Meeting Agenda .......................................................................................... 17
AFTER THE TALENT REVIEW MEETING .......................................................................................... 18
RESOURCES FOR DEVELOPMENT OPPORTUNITIES ................................................................. 18
SUMMARY AND CONCLUSIONS ........................................................................................................ 18
APPENDIX A: SUCCESSION STATUS WORKSHEET .................................................................... 19
APPENDIX B: PARTICIPANT’S DEVELOPMENT PLAN .................................................................. 22
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WHAT IS THE LEADERSHIP PIPELINE PROJECT?
The University of Missouri, like all of higher education, will continue to be faced with increasingly
complex challenges and opportunities. Our ability to thrive in these circumstances will be either
enhanced or diminished by the quality of our leadership. To that end, our Leadership Pipeline Project
identifies a set of succession planning activities that:
 Ensures leadership continuity with an emphasis on developing leaders within our university
 Is opportunity centered, people driven, egalitarian and inclusive
 Allows those with interest and demonstrated potential to choose to further develop
capabilities, supported and encouraged by senior leaders
 Supports a culture of growth, learning and development that facilitates/encourages
proactive efforts to enhance skills and relevant experiences
 Recognizes the importance of external searches for academic leadership positions to
maintain credibility and reputation among peer institutions and simultaneously recognizes
the advantages of internal hires.
The Leadership Pipeline Project consists of a number of elements that strengthen the leadership
capacity of the University, including:
 The identification and integration of leadership competencies to be utilized throughout the
organization
 Increased emphasis on leadership accountability
 Utilization of strong performance management practices to improve leadership behaviors
 Greater availability of leader development resources, both formal and informal
 Availability of the talent review process
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WHAT IS THE TALENT REVIEW PROCESS?
The UM Talent Review Process has been developed as one way to ensure a systematic approach to
supporting the objectives of the Leadership Pipeline Project. This Talent Review Process has two main
objectives:
 Increase the validity of the material contained in the succession plans, as the process includes
the observations and perspectives of multiple leaders in the university, rather than relying solely
on a single individual’s perspective
 Increase the visibility of high potential individuals who may benefit from stretch assignments or
other exposure to different contexts within the University
As directed by the President, this process will be implemented annually in the spring so that the
information gained can feed into the performance reviews held in July.
In the first step of this process, a senior leader completes a talent evaluation of his/her direct reports
and reviews that with a designated facilitator. The leader then presents this evaluation information to
his/her peers in a face-to-face meeting so that they can contribute to a fuller understanding of the direct
report’s strengths, areas for development and advancement potential. The information generated in
this meeting then informs the leader’s succession plan.
For example, the Vice President of Human Resources will complete an evaluation of each of her direct
reports. She then will present that information to her peers (the other VPs) and to the President for
their input. The resulting information will form the basis for the replacement plan and succession plan
for the VPHR. This process also provides rich information to guide possible development planning.
Privacy and confidentiality are of utmost importance throughout this process.
The Talent Review Process will be managed by a designated facilitator, who will be responsible for
ensuring all data, meeting documents and other logistics are prepared for the meeting. The facilitator
will prepare the meeting agenda and lead the meeting.
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WHY HOLD A TALENT REVIEW MEETING?
A Talent Review Meeting has four main benefits:
1. Enhanced validity of performance and potential ratings
A Talent Review Meeting involves multiple evaluators when considering performance and potential
ratings. These multiple perspectives give a more complete picture of a participant’s performance
2. Increased visibility of talent throughout the university
Because evaluators are discussing their direct reports with each other, they have the opportunity to
learn more about talented participants that they may not have had the opportunity to work with
3. Enhanced consistency of ratings between evaluators over time
Because Talent Review Meetings will be held annually, evaluators will eventually find that their ratings
are more consistent with one another. For instance, a rating of “4=Exceeds Expectations” will have the
same meaning for each evaluator involved in the meeting
4. Increased fairness of the system
Participants can be assured that their manager takes his or her performance ratings seriously, given that
those ratings will be presented to others. The enhanced consistency of ratings also adds to the
perception of fairness. The facilitator will ensure that the Talent Review Meeting focuses on candid and
relevant data points when ratings are being discussed
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THE TALENT REVIEW PROCESS
1
• Facilitator conducts overview of process with Evaluators as a
group
2
• Facilitator conducts orientation meeting with Evaluator (oneon-one)
3
• Evaluator meets with Participants and discusses the
Participant handout
4
• Evaluator completes Leaders Profile and Ongoing Participant
Considerations forms for each Participant
5
6
7
8
9
10
• Facilitator reviews Leader Profiles from each Evaluator
• Facilitator and Evaluator prepare for Talent Review meeting
• Facilitator, Facilitator's Assistant, and Evaluators conduct the
Talent Review meeting
• Participant's Development Plans are created by the Evaluator
• Evaluators meet with Participants and discuss/revise
Development Plans
• Development Plans are implemented
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THE TALENT REVIEW PROCESS
1. Facilitator conducts overview of process with Evaluators as a group
a. Guidelines for selecting participants are given
b. Transparency expectations are discussed
c. Confidentiality of content is emphasized
2. Facilitator conducts orientation meeting with Evaluator (one-on-one)
a. Talent Review Guide
i. Leader Profile form (document)
ii. Ongoing Participant Considerations form (document)
iii. Talent Review discussion
iv. Talent Review Summary (document)
v. Role of Evaluator
vi. Role of Participants
vii. Participant handout (document)
3. Evaluator meets with Participants and discusses the Participant handout
4. Evaluator completes Leader Profile and Ongoing Participant Considerations forms
5. Facilitator reviews Leader Profiles from each evaluator
6. Facilitator and Evaluator prepare for Talent Review Meeting
a. Gather documents
i. Leader Profile form
ii. Ongoing Participant Considerations form
iii. Organizational Chart
iv. Top 5 accomplishments of Unit
v. Top 5 Goals/Initiatives of Unit
b. Become familiar with ground rules and roles of all parties involved in the Talent Review
Process
7. Facilitator, Facilitator’s Assistant, and Evaluators conduct the Talent Review Meeting
a. Organizational chart and Top 5 accomplishments and goals/initiatives are discussed
b. Review of candidates is conducted
c. The group creates Talent Review outcomes
i. The Ongoing Participant Considerations form is revised based on this discussion
d. The group finalizes the Bench Strength chart
8. Participants’ Development Plans are created by the evaluator
9. Evaluators meet with Participants and discuss Development Plans
10. Development Plans are implemented
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CONFIDENTIALITY AND HONESTY EXPECTATIONS
Confidentiality
There are two aspects of confidentiality to consider with the Talent Review Process: that of the
information discussed during the process, and the actual process itself.
Information Confidentiality
In order for evaluators to give honest and direct feedback about participants, it is of utmost importance
that all information prepared for the meeting and discussed at the meeting remains confidential. To
that end, evaluators in the talent review meeting will not receive written copies of the Leader Profile
forms; rather it will be projected electronically for the group’s consideration. Specific ratings of the
participants should not be shared outside of the Talent Review Meeting. Additionally, discussing which
evaluators said what is inappropriate. Finally, participants should not share information about their own
development with other participants. However, given that the information discussed will inform both
the performance appraisals and development plans of the participants, some information, such as onthe-job development opportunities, should be discussed between the evaluators and participants. The
Development Plan form provided in Appendix B is intended to be filled out by the evaluator and then
given to the participant. This form will help guide the post-meeting discussion between the evaluator
and participant.
Process Transparency
While the information discussed in the meeting should be confidential, the actual Talent Review Process
should be transparent in order for the benefits of this process to be maximized. Specifically, this guide,
all blank forms, the goals of the process, and the steps of the process should be explained to all parties
in detail. Process transparency helps decrease anxiety and perceptions of ambiguity, and helps increase
perceptions of fairness about the goals of the process.
Honesty
Related to the confidentiality of the information discussed is the expectation of honesty for the
evaluators. The benefits of the Talent Review Process are maximized only when evaluators are
respectfully candid about their own direct reports and when evaluators are respectfully candid with
each other. It is important to remember that the goal of this process is to eventually increase the bench
strength of all evaluators’ units, making honesty with positive and constructive feedback necessary.
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USING THE TALENT REVIEW FORMS
Leader Profile
The Leader Profile form has several parts. The first is demographic information that provides
background on the participant being rated. The next 3 parts are used to describe the participant’s
performance in his or her current role, the next part can be used to consider both the participant’s
performance in his or her current role and considering potential, and the last one is used to describe
potential for advancement.
This form should be filled out by the evaluator and submitted to the facilitator’s assistant prior to the
Talent Review Meeting. The presentation during this meeting will be created from the information on
this form. Guidance on how to fill out each part is described below.
Performance on Top Five Essential Job Functions
The participant should be rated on his or her top five job functions. These top five functions are pulled
from the participant’s job description. It is important to be consistent as possible when rating multiple
participants. For instance, if Participant 1 and Participant 2 perform their job functions at a similar level,
they should both get the same rating.
Institutional or Unit Metrics
These ratings are pulled from the customer feedback surveys or from other sources. Not all participants
will have ratings on relevant metrics, so this section can be skipped if that is the case.
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Leadership Competencies Based on Performance
This section lists five main leadership competencies that are rated on how often the participant displays
the behaviors. Competencies are behaviorally-based statements that identify essential knowledge, skills,
and abilities that have been identified as essential for leadership effectiveness at the UM System.
Development Areas
Two to four development areas for the participant should be listed and described. These development
areas can be based on the participant’s current performance and also areas that would need to be
developed for possible future positions.
Significant Strengths
Two to four strengths of the participant should be listed and described. These strengths can be based
on the participant’s current position and also key strengths that he or she possesses that would be
necessary or helpful when considering possible future positions.
Potential for Advancement
This section is entirely based on the evaluator’s judgment of the participant’s potential to advance to a
higher level position. Like the Leadership Competencies section, the evaluator will make a judgment
about how often the participant displays the behaviors listed for these four aspects.
Succession Status
The second part of this section is the succession status: a chart on which both the potential and the
performance of the participant is mapped. After the Talent Review Meeting, all participants will be
mapped on this chart in order to assess the bench strength of the university. To complete this chart,
please refer to the worksheet provided in Appendix A.
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Ongoing Participant Considerations
The Ongoing Participant Considerations form is used to develop the potential leadership pipeline. This
form includes consideration of next steps for the participant, as well as who could step into the
participant’s position when he or she is promoted.
This form should be completed by the evaluator prior to the Talent Review Meeting. After the meeting,
it should be reviewed and revised based on feedback gained during the meeting.
Evaluators should fill out this form for all participants involved, regardless of their potential ratings.
Career Path
Here, both the short-term and long-term career path of the participant is considered. Short-term career
path/positions are potential positions that the participant could be promoted into over the next one to
two years. It is possible that for participants with lower potential for advancement, no positions would
be listed here. Long-term career path/positions are possible positions that the participant could
consider further out in his or her career.
Vacancy Risk
This section identifies how likely it is that the participant will leave the university and gives the evaluator
a chance to provide the reason for the rating that is given. The evaluator will also need to consider what
kind of impact this will have on the university. Both internal and external relationships of the participant
could be considered here, as well as the tacit knowledge that the participant holds which is relevant to
success in his or her position.
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Development Plan
In this section, first a main goal of the development plan should be identified. This goal should be
specific, challenging but realistic, and time-bound. For example, if a participant is identified as a high
potential, his goal could be “Develop competencies consistent with the role of Vice Chancellor within 2
years.” If a participant is identified as having performance issues in her current job, the goal could be
“Improve performance rating in current job by developing managerial skills in the next year.”
This goal should then inform the next three parts of the development plan. Possible formal
development actions and on-the-job development actions for the participant should be listed, as well as
stretch assignments. These are additional assignments that can help prepare the participant for future
roles. Formal development actions include workshops, courses, books, conferences, etc. that would
help the participant develop his or her weaknesses and capitalize on his or her strengths. On-the-job
development actions include tasks, projects, or anything else that would help develop the participant
while at work. Stretch assignments are additional assignments that are outside of the participant’s
typical job function.
All participants should have a development plan regardless of their potential ratings. However, the
focus may be different: participants who are rated lower on potential should have a development plan
focused on activities to help them improve in their current job, while plans for those rated as high
potential would be more focused on development for future positions.
Some potential resources for development can include 360° feedback evaluations, skills coaching,
participation in the Leadership Development Program, myLearn, and various assessments including
personality assessments. Other aspects to consider may be the participant’s knowledge of how the
university works and how to navigate it.
Succession Plan
This section switches focus by asking the evaluator to consider who in the university could fill the
participant’s role should it become vacant. Direct or indirect reports of the participant may be potential
successors, or those in other departments can be considered as well. The Talent Review Meeting will be
helpful in discovering talent in different areas.
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Talent Review Summary
The Talent Review Summary simply condenses all of the information from the Leader Profile and
Ongoing Participant Considerations forms.
This form should be completed after the Talent Review Meeting. This is the final evaluation of the
participant by the evaluator using the discussions from the Talent Review Meeting to assist the
evaluator in making a more informed decision. Information to complete this form will be pulled from
the Leader Profile Summary forms and the discussions during the Talent Review Meeting. This form will
be submitted to ____________, ____________.
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CONDUCTING THE TALENT REVIEW MEETINGS
After the evaluator fills out both the Leader Profile and Ongoing Participant Considerations forms, the
evaluator and facilitator should prepare for the Talent Review meeting. This is the point in the Talent
Review Process in which the facilitator, evaluator, and evaluator’s peers sit down together for a candid
discussion of all participants’ performance and potential. This method allows for obtaining different
perspectives of each participant from various evaluators, and allows evaluators to get to know other
talent within the university.
There are many aspects to consider when preparing to conduct a Talent Review Meeting. Below is
guidance regarding ways to prepare, perspectives to consider, and what to expect during a Talent
Review Meeting.
Preparation
After the participants that will be rated during the Talent Review Meeting are identified, there are
several ways the evaluators need to prepare for the meeting.
First, the facilitator will conduct a one-on-one orientation meeting with each evaluator. This meeting
will involve reviewing this guide, as well as all forms that will need to be filled out and the process of the
actual Talent Review Meeting. This is when evaluators can ask questions and/or clarify expectations
about the process.
Second, the evaluators will meet with the participants to discuss an overview of the process and what
will be involved. For this purpose, the evaluators will be given handouts to give each of their
participants. This handout will include an overview of the Talent Review Process and all blank forms
that will be used.
Third, the evaluator will fill out the Leader Profile and Ongoing Participant Considerations forms. The
Leader Profile form, once completed, will need to be sent to the facilitator’s assistant. The facilitator’s
assistant will also need the organizational chart of the evaluator’s department.
Ground Rules for All Parties



Two main objectives of the Talent Review Meeting are to increase the validity of ratings and the
visibility of talent. Keep these in mind with the following:
o Focus on development and building future leadership bench strength
o Consider both current and future leadership needs
o Listen to all discussions, especially those about the individuals you may not know
o Think about what is best for the whole university
Use good data when discussing participants
o Stay on track and keep data points focused
o Use factual data points – What was observed? What was heard? What were the
business results?
o Use recent data points – behaviors and results which occurred in approximately the last
year
o Use appropriate references, avoiding references to age, family status, personal life
situations, etc.
Respect the process
o Be candid and respectful
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o
o
o
o
o
Remember that these discussions represent a “snapshot in time” – people change
Listen – avoid interruptions, and allow presenters to finish reviewing summaries for
each person
Use the information on a “confidential, need to know” basis
Keep cell phones, and other electronic devices on vibrate
It is OK to “pass,” to “concur,” and to “disagree”
Role Clarifications
Facilitator
The facilitator helps the group understand their objectives and keeps the on track. Specifically, the
facilitator should:
 Clarify the agenda and ground rules at the beginning of the meeting
 Keep the meeting focused and on track
 Know the university and the talent assessment information and results
 Document the meeting – take accurate notes (or ensure the facilitator’s assistant is taking
accurate and concise notes)
 Ask challenging questions – stimulate rich discussions
 Identify and record follow-up and development actions
Another important role of the facilitator is to help evaluators describe participant’s performance and
potential using specific behavioral statements throughout the Talent Review Process.
Evaluator
The evaluator presents information on his/her direct reports. This individual should cover all areas of
the review briefly and should give as many examples and details as possible in the timeframe allowed.
Participant
The participant is a direct report of an evaluator and is one of the subjects of the talent review
discussion. As a general rule, all direct reports of the evaluators who are director level and above will be
rated, though there will be exceptions depending on the evaluator’s organization.
Facilitator’s Assistant
This individual is responsible collecting the Leader Profile form from the evaluator(s) to prepare the
materials for the Talent Review Meeting, including the presentation that will be shown. In addition,
he/she is responsible for recording all notes and decisions made during the meeting. The assistant
needs to ensure accuracy and appropriateness of the data recorded from the meeting discussions.
These notes, which will be given only to the evaluator, will serve as a basis for career and development
action planning throughout the year. It is important to note that these notes could be called upon for
legal purposes, just as performance reviews and other employee documents.
Before asking someone to be the facilitator’s assistant, the following should be considered:
 Training and direction should be provided prior to the meeting
 This individual should be prepared for keeping up with the “speed” of the conversations during
the meeting to ensure discussions are able to flow freely and without waiting for this individual.
 This individual can ask the group to repeat key points, ask questions for clarity, and ask group to
speak up if needed.
 Facilitator can assist this individual by repeating key points, rephrasing what group said in a
concise way to help the facilitator’s assistant document the point concisely.
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Talent Review Group
The talent review group consists of peers of the evaluator that will present feedback to the evaluator on
each participant presented. The group should adhere to the ground rules.
Bench Strength Analysis
One advantage of the Talent Review Meeting is the ability to summarize the talent in the university.
One way this will be done is that after discussions are held about each participant, each participant’s
rating will be mapped together on the succession status chart (found on page 2 of the Leader Profile
form). After this visual display of the whole group’s performance and potential is completed, evaluators
can discuss potential development opportunities for the participants. A discussion of stretch
assignments may be particularly informative, given that evaluators may have opportunities for
assignments in their departments that could be a good match for some of the high potential participants
that were identified.
Sample Talent Review Meeting Agenda
It can be helpful for all parties to understand what will be discussed at the Talent Review Meeting in
order to reduce confusion and keep everyone on track. Below is a sample of how time can be spent
during a Talent Review Meeting.
10 minutes
15 minutes
(per individual)
Welcome
- Introductions, Objectives, Agenda
- Business Goals; Talent and Competency Needs
- Review of Ground Rules
Leadership Review of Talent and Career Potential
-
20 minutes
5 minutes
Display and Discuss Talent Profile Information
Review Performance, Competencies , and Potential
(explain how rated and give examples of why rated in such a way)
- Discuss Significant Strengths and Development Areas
- Determine where committee feels individual falls on the bench strength analysis
Bench Strength Analysis, Succession Plan Discussion
Wrap Up
- How to use this information and confidentiality issues
o Final evaluation is up to the evaluator with the expectation of having a more
informed decision based on Talent Review Meeting
o Evaluator completes Talent Review Summary
- Next steps – follow up discussions
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AFTER THE TALENT REVIEW MEETING
Several steps need to be completed by the evaluators after the Talent Review Meeting is complete.
1. Edit the Leader Profile and Ongoing Participant Considerations forms in order to integrate
feedback from the Talent Review Meeting
2. Complete the Talent Review Summary form once both parts of these forms are complete
3. Submit the Talent Review Summary form to the appropriate person
4. Create a development plan for your direct reports, whether that plan concentrates improving
upon performance in his or her current job or preparing him or her for a future role. The form
found in Appendix B is intended for this purpose
5. Meet with the participants that were rated to give both positive and constructive feedback, get
their feedback on possible development opportunities, and create a development plan,
including next steps
Evaluators may also choose to follow up in other ways in order to gain the maximum benefit from the
talent review process. Options include, but are not limited to, the following:
 Follow up with fellow evaluators to get more specific feedback on ratings that were given,
projects or assignments that were discussed, possible successors to positions in his or her
departments, etc.
 Throughout the year, continue to give positive and constructive feedback, communicate with
direct reports and other evaluators, and look out for potential developmental opportunities that
may be helpful to your direct reports and other evaluators’ direct reports
RESOURCES FOR DEVELOPMENT OPPORTUNITIES
Development can be in a variety of forms. Below are some resources to consider as development plans
are formed.
 Other evaluators. As previously mentioned, other evaluators may have projects or assignments
available that would be valuable development opportunities for the participants
 Human Resources. The universities’ or System’s Human Resources departments are excellent
resources, and can provide guidance on assessments, projects, and formal development
opportunities that may be available
 External leadership and/or leadership development opportunities (through professional groups
or other higher education entities)
SUMMARY AND CONCLUSIONS
When familiarizing yourself with the Talent Review Process, it is important to keep the main goals in
mind. First, this process aims to enhance the validity of performance and potential for advancement
ratings by including multiple perspectives. Second, the process seeks to increase the visibility of the
talent we have within the university.
It is also important to view the Talent Review Process as part of a larger succession planning initiative:
the Leadership Pipeline Project. This project will enable the University of Missouri to enhance the
quality of our leadership by ensuring leadership continuity and supporting an environment of growth
and development. The Leadership Pipeline Project is crucial to the ability of the University of Missouri
to effectively deal with increasingly complex challenges.
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APPENDIX A: SUCCESSION STATUS WORKSHEET
Below is an example of how to fill the Succession Status chart out, as well as a worksheet for you to use
for your own direct reports if you so choose.
To begin, refer to Page 1 of the Leader Profile form.
x
x
x
x
x
Add the five ratings from this section together.
Total from Performance on Top Five Essential Job Functions: 20
Move onto the next section. If the participant doesn’t have institutional or unit metrics, this section can
be skipped.
x
x
x
x
x
Add the five ratings from this section together.
Total from Institutional or Unit Metrics: 17
Continue to the last performance section.
x
x
x
x
x
Add the five ratings from this section together.
Total from Leadership Competencies Based on Performance:
21
Now add up the totals from all three above sections. This creates the total performance rating.
Overall Performance Rating Total:
58
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Next, move onto the Potential for Advancement section, found on Page 2 of the Leader Profile form.
x
x
x
x
Add the ratings from this section together. This section will serve as the participant’s potential rating.
Total from Potential for Advancement: 16
With the overall Performance Rating total and the Potential for Advancement total, you can now map
your ratings on to the Succession Status chart. Below are guidelines for doing so; please note that these
are only suggestions.
Overall Performance Rating total (for participants with Institutional or Unit Metrics)
The Overall Performance Rating can be found on the horizontal axis.
Currently Not Meeting Expectations: overall Performance Rating total 25 and below
Achieves Expectations: overall Performance Rating total above 26 and at or below 50
Exceeds Expectations: overall Performance Rating total at or above 51
Overall Performance Rating total (for participants without Institutional or Unit Metrics)
The Overall Performance Rating can be found on the horizontal axis.
Currently Not Meeting Expectations: overall Performance Rating total 16 and below
Achieves Expectations: overall Performance Rating total above 17 and at or below 34
Exceeds Expectations: overall Performance Rating total at or above 35
Potential for Advancement Total (for all participants)
The Potential for Advancement can be found on the vertical axis.
Well Suited in Current Role: a Potential for Advancement rating of 8 or below
Possible Candidate for Advancement: a Potential for Advancement rating between 9 and 17
Strong Candidate for Advancement: a Potential for Advancement rating of 18 or above
A total of 58 will be in this column
Finally, the overall Performance Rating total and the
Potential for Advancement rating are mapped together. In
this example, the overall Performance Rating total is 58, and
the Potential for Advancement rating is 17, so the participant
will be coached to prepare for a future role.
A total of 17
will be in
this row
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Succession Status Worksheet for:
[participant name]
Total from Performance on Top Five Essential Job Functions:
Total from Institutional or Unit Metrics:
Total from Leadership Competencies Based on Performance:
Overall Performance Rating Total:
Total from Potential for Advancement:
This rating will go in one of these three rows
This rating will
go in one of
these three
rows
RATING GUIDELINES
Overall Performance Rating total (for participants with Institutional or Unit Metrics)
Currently Not Meeting Expectations: overall Performance Rating total 25 and below
Achieves Expectations: overall Performance Rating total above 26 and at or below 50
Exceeds Expectations: overall Performance Rating total at or above 51
Overall Performance Rating total (for participants without Institutional or Unit Metrics)
Currently Not Meeting Expectations: overall Performance Rating total 16 and below
Achieves Expectations: overall Performance Rating total above 17 and at or below 34
Exceeds Expectations: overall Performance Rating total at or above 35
Potential for Advancement Total (for all participants)
Well Suited in Current Role: a Potential for Advancement rating of 8 or below
Possible Candidate for Advancement: a Potential for Advancement rating between 9 and 17
Strong Candidate for Advancement: a Potential for Advancement rating of 18 or above
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APPENDIX B: PARTICIPANT’S DEVELOPMENT PLAN
This form is intended to be filled out by the evaluator and then discussed with and given to the
participant. After this discussion, the form can be revised accordingly based on input from the
participant.
Development Plan for:
Date:
Significant Strengths of the participant:



Development Areas of the participant:



Main goal of Development Plan:
DEVELOPMENT PLAN
Formal Development Actions (includes
workshops, books, conferences, professional
associations, etc.)
Approximately how many months
will this development action take?
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On-the Job Development Actions (includes
projects or assignments or new roles and
responsibilities)
Approximately how many months
will this development action take?
Stretch Assignments (includes additional
assignments that are typically outside the
participant’s job function)
Approximately how many months
will this development action take?
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TIMELINE OF DEVELOPMENT PLAN
Depending on the participant, the time span will vary. Use the time estimates indicated on the previous page to map each development
activity onto this timeline.
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