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Succession Management Matrix

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Succession Management Matrix

  1. 1. Succession Management Matrix PotentialPerformance High Medium Low Star Performer Strong Performer Solid Performer High • Completes all important • Completes all important • Completes all important items items items • Acts at capability level at • May act at capability level • Fully understands position least one higher than current one higher than current role • Is seen as knowledgeable in role • Exhibits many leadership and his/her area of expertise • Acknowledged as a skilled organizational competencies • Has reached potential leader and role model beyond current responsibility • Poor leadership qualities • Has company influence • Some leadership issues beyond current role. • ACTION: Continue • ACTION: Look for leadership developing skills • ACTION: Give preparatory opportunities “stretch” assignments mMediu Strong Performer Solid Performer Questionable Performer • Completes important items • Completes important items • Completes important items most of the time most of the time most of the time • Acknowledged as a leader • Shows signs of being a leader • Very proficient in position Exemplifies leadership and • At times, exhibits many • Is not seen as a leader in his/ organizational competencies competencies beyond her area of expertise • Acts at a level of capability current role responsibility • ACTION: Improve one higher than current role • May be new in position performance, consider a • ACTION: Improve current lateral move • ACTION: Leave in current performance, then develop job, improve and develop Low Solid Performer Questionable Performer Low Performer • Isn’t getting most of the • Isn’t getting most of the • Isn’t getting most of the important items done important items done important items done • Has been acknowledged as a • Capable of making higher • Difficulty performing team player and role model contribution satisfactorily in his/her current position • May be in wrong job or • May be in wrong job or having non-work distraction having non-work distraction • ACTION: Consider reassignment, demotion, or • ACTION: Address • ACTION: Improve exit option performance issues performance
  2. 2. This table was adapted from work done at Pan Canadian Petroleum and is a helpful management tool. Understand each cell in the matrix to identify leadership potential. Plot your current staff into one of the sections, and help them improve their ranking. Potential High Medium Low Star Performer Strong Performer Solid Performer High 1. 1. 1. 2. 2. 2. 3. 3. 3. Medium Strong Performer Solid Performer Questionable PerformerPerformance 1. 1. 1. 2. 2. 2. 3. 3. 3. Low Solid Performer Questionable Performer Low Performer 1. 1. 1. 2. 2. 2. 3. 3. 3.

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