The document outlines a talent review preparation process aimed at helping managers effectively advocate for their team members during promotion and compensation discussions. It includes guidelines for assessing team performance and potential, creating dossiers for high-potential candidates, and emphasizes the importance of preparation and persuasive skills in influencing managerial decisions. Additionally, it provides a structured approach to career development and performance management within an organizational context.

1. SAMPLE TALENT
REVIEW PREP WORK
Selena Sol presents…..
selena@selenasol.com
http://www.linkedin.com/pub/eric-tachibana/0/33/b53
http://www.slideshare.net/selenasol
give your people the best
chance at promotions and
comp

2. Most companies have a process/roundtable during which senior managers
makes decisions about end of year compensation and promotions. As a line
manager, your role is to make recommendations on behalf of your team
members. At the same time, other managers will be doing the same, so
being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those
roundtables.
You complete a talent review for each member of your team, rank them, and
compose dossiers for each of your high potential candidates.

3. 1
2
3
4
5
Challenged Capstone Moderate High
POTENTIAL
PERFORMANCE
1
2
3
TEAM NAME: SDC PMO/ADMIN
1 Jamerson, James
2 Brown, Ray
3 Collins, Bootsy
4 Waters, Roger
5 Claypool, Les
6 Flea
7 Lee, Geddy
8 Clark, Stanley
9 Jones, John Paul
10 Hamm, Stuart
11 Sting
12 Gallup, Simon
13 McCartney, Paul
14 Mingus, Charles
15 Entwistle, John
16 Tachibana, Eric
talent review: <insert team name>
4
5
67
8
9
10
11
12
13
14
15
16

4. Name: Eric Tachibana
EID: B12PP3
Start Date : 21 APR 2007
high potential dossier: eric tachibana
1
2
3
4
5
Challenged Capstone Moderate High
POTENTIAL
PERFORMANCE
1
1
Q1 Q2 Q3
CONTRIBUTION
Project, process,
leadership,
collaboration, culture
• Continual improvement of XYZ monthly
report & dashboards
• Not only completed AAA and BBB projects,
but developed sustainable BC program for
future
• Development & delivery of 2008 XYZ
strategy
• Oversaw the integration of CCC, DDD, EEE,
and FFF to full adoption of XYZ processes
• Drove development of key XYZ working
groups including AAA, BBB, CCC, and DDD
• Rolled out VVV program
• Rolled out TTT reporting pack
• Continues to receive high scores and positive
feedback on XYZ “MMM” Training program
CAPACITY
To excel at the next
level
• Demonstrated ability to respond to and
resolve politically-charged people issues
involving senior management (i.e.: AAA &
BBB)
• Successfully managed handover of XYZ
from 123 with great feedback from overseas
clients and handed off to NNN effectively
• Led DDD group through successful round 2
implementation of ZZZ culture
• Negotiated several key conflicts to win-win
outcomes as a participant and as a mediator
• Took a proactive role in global initiatives such
as GGG & HHH, but drove global teams to
adopt local-friendly implementation
• Has continued to implement and expand
center programs despite lack of direct
reporting authority
COMPETENCIES • Has significantly improved political skills
since the last review and requires little
editorial feedback on publications and emails
• Has greatly improved stopping skills when
other managers encroach unreasonably
• Has made great progress in terms of learning
the details of, and navigating through the
larger TTT organization outside of XYZ
• Has improved coaching and mentoring skills
through working with selected XYZ managers
COMMITMENT • This quarter the focus is on supporting the
handover of responsibilities from me to Eric
• This quarter the focus is on increasing Eric’s
visibility at the Director+ level
Reporting Manager: Selena Sol
Team: COO Office
Successor: Mark Fletcher

5. APPENDIX

6. CAREER DEVELOPMENT IS A YEAR-LONG PROCESS WITH CONTINNUAL ACTIVITY
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Learning &
Development
Career &
Comp
Management
Final ID of
promote
candidates
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Title &
Bonus
Commu-
nication
Promotion
Candidate
Identification
Regional
Promotion
Round
Table
Global
Round
Table
Bonus
Round
Table
Personal Development Plan
(PDP) and Learning and
Development milestones
Cross
Evals
Mid
Year
Review
Objective setting
Talent Review
Succession Planning
Mobility Planning
TEAM LEAD
ACTIVITIES
Candidate Grooming (evidentiary proof + enhancing
corporate visibility)
PDP Implementation
Objectives-based Coaching & Mentorship
Ongoing Talent Assessment and Implementation of Succession & Mobility Plans
Talent Review Follow-
up
PDP Review
Year-end Review
ANNUAL TASKS
Performance
Management
Talent
Planning

7. USE A RUBRIC TO MEASURE POTENTIAL
RATING EXPLANATION SANITY CHECKS & GENERAL
GUIDELINES
High Potential Has significant growth potential
beyond current role. Currently capable
and has capacity to assume significant
increased responsibility.
Typically this individual will have:
• Performance Rating – 4, 5 (last 2 years)
• Cross Evaluation – People Leadership and all
other competencies in top 10%
• ~10-15% of organization’s total population
Moderate
Potential
Suited to current role and may have
the potential to assume a broader role
or more complex role in the future.
Typically this individual will have:
• Performance Rating – 3, 4, 5 (last 2 years)
• Cross Evaluation – good results
Capstone Position Demonstrates excellence in current
role, but no desire or evidence of
capacity for a broader or more complex
role in the future.
Typically this individual will have:
• Performance Rating – 3, 4, 5 (last 2 years)
Challenged Limited evidence they will ultimately
succeed in current role.
Typically this individual will have:
• Performance Rating – 1, 2 (last 2 years)
New to Firm/Role Insufficient information to assess.
Generally in role less than 3 – 6
months.

8. READINESS MUST ALSO BE CONSIDERED
• There must be a role suited for the person at the new grade! Grades
follow roles, not people.
• Nominated & supported by their Managers & Divisional Heads.
• Must meet Firmwide Title Criteria, Leadership Model & On-the-job
Competencies
• Minimum 2 years in current title
• Performance Rating of 4 or 5 last year & anticipated in current year
• Excellent Cross Evaluation results

9. A GOOD DOSSIER LEVERAGES 4C’s and 3D’s
RATING EXPLANATION
Contribution • Project Delivery
• Leadership
• Collaboration – being a hub or a go-to person
• Enhancing the culture
Capacity • What makes you think that the candidate will be successful at the next level?
• Scope of the role will support promotion
Competencies • Does candidate have right skills and has he/she grown them demonstrably?
Commitment • Explain what you are doing in the next period to drive this performer to hit
the target?
Detail • The more detail the better. Your audience does not live and breathe the
project and they need to understand what you find obvious
Differentiation • Remember that it is a competitive market. You must show how your
candidate rises to the top of a group that has already risen to the top
Delivery • Whether you like it or not, this is a sales and marketing process. You must sell
your candidate. Your presentation and convincing skills matter.

10. A GOOD DOSSIER BY EXAMPLE
 Works really hard; puts in very
long hours
 Graduated from Oxford
 Is really well liked
 Has been with the Firm for a long time
 Has unique technical and institutional
knowledge that we would be lost without
 Is a “good guy”
 Team lead on Project X that will
generate 100M USD in revenue
next year & will open 2 new
Asian markets.
 High quality code with 30%
fewer bugs per release than
peers.
 Consistently delivers way
beyond objectives for last 2
years. Client X said, “blah, blah,
blah, best thing since sliced
bread”.
 Has driven departmental
strategy through chairing the
XXS working group and
participating as an active
member in the YYY Events and
Culture Committee.
 Quickly “sizes up” new situations, builds
new relationships quickly. Got up to speed
on Project Y (tech and people) after
he/she had to cover when ABC left
unexpectedly.
 Was elected Chairman of X Group when
100% of the members nominated
him/her.
 Demonstrated keen delegation and
people leadership skills in Project Z when
blah, blah, blah.
 Deep architectural intuition & skills that
are relied upon by our team and, most
recently, by the YYY team who candidate
helped through a messy design pattern
problem.
 Performance is consistent with the Firm’s
Leadership Model. For example….
Performance
Potential
Not Relevant – will annoy audience