The extent to which the organisation has a clear, fair and consistently applied approach to identifying, developing and moving talent, understands succession and critical-role risk, and uses evidence to build sustainable and diverse talent pipelines.
1. The organisation has a clear, fair and appropriately transparent talent framework, with simple and consistently applied definitions for talent, potential, performance, critical roles and succession. 1. The organisation has a clear, fair and appropriately transparent talent framework, with simple and consistently applied definitions for talent, potential, performance, critical roles and succession.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
2. Talent and succession decisions are data-led and informed by evidence — including performance, workforce trends, internal movement and representation across gender, ethnicity and other relevant protected characteristics — rather than relying primarily on individual judgement. 2. Talent and succession decisions are data-led and informed by evidence — including performance, workforce trends, internal movement and representation across gender, ethnicity and other relevant protected characteristics — rather than relying primarily on individual judgement.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
3. There is a clear and consistent talent review cycle, with appropriate calibration and governance to ensure talent mapping and succession decisions are applied fairly across the organisation. 3. There is a clear and consistent talent review cycle, with appropriate calibration and governance to ensure talent mapping and succession decisions are applied fairly across the organisation.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
4. Talent identification leads to targeted development and career interventions at different levels, with visible opportunities that help build aspiration, readiness and internal progression. 4. Talent identification leads to targeted development and career interventions at different levels, with visible opportunities that help build aspiration, readiness and internal progression.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
5. The organisation actively manages its talent pipeline through an appropriate balance of build, buy and borrow, with succession strength, internal mobility and external recruitment considered together against future capability needs. 5. The organisation actively manages its talent pipeline through an appropriate balance of build, buy and borrow, with succession strength, internal mobility and external recruitment considered together against future capability needs.
1. Not in place 2. Emerging / inconsistent 3. Partly established 4. Well established 5. Embedded and effective
