In this section
Four constructs, four questions, four families of decisions. Using them as synonyms is talent management’s most expensive mistake: you promote people who needed developing and develop people who deserved recognition.
Potential
Who can grow?The likelihood that a person will develop, over time, the competencies required by more complex roles. Based on foundations (cognitive ability, personality traits) and enablers (learning agility, growth motivation).
Readiness
Who is ready now?How many of the competencies required by a more complex role a person already has, right now. A measure of the present, not the trajectory.
Performance
Who excels in the current role?Current competencies against the requirements of the current role. It describes the present, within the scope of today’s role.
Reputation
How is behaviour perceived?Current competencies as experienced and perceived by managers, peers, direct reports and other stakeholders.
Potential vs readiness
| Potential | Readiness | |
|---|---|---|
| The question | Who can grow into more complex roles? | Who is ready for that role now? |
| The horizon | The future: a development trajectory | The present: competencies already held |
| The basis | Foundations + growth enablers | Behaviours observed in the target role |
| The decisions | Long-term development and investment | Promotion and succession |
| The product |  |  |