1. 1
Performance
and
Poten.al
Matrix
Poten.al
Must Keep, Must Develop – the A Team
Solid Performers – Assess + Develop – the B Team
Exceptional Cases – Must Keep
Needs Immediate attention and likely termination
Likely Talent
(LT)
(New to role or in wrong
role, but exhibiting signs
of potential for a much
bigger role)
Talent (T)
(Capable of being
promoted two job levels if
performance improves)
Exceptional Talent
(ET)
(Capable of being
promoted two job levels
within the next 6 years)
Possible Talent (new
to business or to role)
(PT)
Performer with
Potential
(PP)
High Performer with
Potential
(HPP)
(Capable of being promoted
one job level within the next
6 years)
Under Performer
(UP)
Solid Performer
(SP)
High Performer
(HP)
(Outstanding performer who
has reached their potential)
Performance

2. 2
On-line learning
Classroom training
Knowledge sharing
On-the-job assessment
and feedback
Coaching
Developmental Impact
Lessons learned
on projects
Action learning
Stretch/ special assignments/
projects
Source
–
Lominger
Limited
Inc
LEADERSHIP
ARCHITECT®
2002
Cross-functional projects teams/
communities of practice/ rotation
Formal education
Formal
training
Learning
through
others
On-the-job
learning
Milestone programs and
intervention
Mentoring
Technical training
Relying
solely
on
Bus
Leader
for
on-­‐
the-­‐job
experiences
which
vary
We
are
currently
not
providing
formal
Commercial
Training
to
a
majority
of
senior
opera;onal
staff
including
new
hires
Coaching
is
currently
ad-­‐hoc/
non-­‐existant
and
is
required
to
support
the
formal
training
and
on
the
job
learning
LCI
–
Learning
Model
(plus
major
risk
issue)
Risk
ISSUE!
Risk
ISSUE!
Risk
ISSUE!