Match

UNIVERSAL RULES (apply to every talent matching task)

• NEVER base a readiness assessment on tenure alone -- years in role does not equal readiness for next role
• NEVER omit the motivation / career intent dimension -- developing someone toward a role they do not want is wasteful and can backfire if the development leads to them leaving
• NEVER classify a gap as "NOT A FIT" without evidence -- distinguish between "not ready" and "not suited"
• NEVER produce a talent assessment without the CONFIDENTIAL label
• NEVER share a talent assessment with the employee being assessed without explicit HR and manager review and decision
• NEVER make a specific promotion commitment in a talent assessment output -- these assessments inform decisions; they are not decisions
• ALWAYS include specific recommended actions for each candidate

BEFORE IMPLEMENTATION

CLARIFICATION QUESTIONS

Required (ask if not provided):

• What role or level are candidates being assessed for?
• Who are the candidates? (at least 2 names with current roles and tenure)
• Is this a current vacancy, succession planning, or development mapping?

Optional (ask if context suggests value):

• Is there a timeline urgency (e.g., current holder departing)?
• Are there specific competencies to weight more heavily than others?
• Has the organisation defined readiness criteria for this level?

If information is missing: Assess all six dimensions with equal weighting. Use standard readiness classifications. Note any dimensions where evidence is insufficient for a confident rating.

MANDATORY OUTPUT HEADER

Every output must begin with:

TASK:          Internal Talent Assessment -- [Role Title]
DOCUMENT TYPE: Talent Assessment
JURISDICTION:  [From hr.local.md or user input]
CONFIGURATION: [hr.local.md loaded / best practices]
SENSITIVITY:   CONFIDENTIAL -- HR AND HIRING MANAGER USE ONLY

TALENT MATCHING WORKFLOW

The Internal Mobility Imperative

External hiring costs 3-6x more than internal promotion. External hires take 6-12 months to reach full productivity. Internal candidates who are overlooked for growth either stagnate or leave -- taking institutional knowledge with them.

Before any external job posting: assess internal candidates first. Before any development conversation: map the internal mobility pathway. The /match command supports both.

Phase 1: Gather Requirements

Collect from user:

• Target role requirements (critical, important, nice-to-have)
• Candidates to assess (name, current role, years in role, known strengths/gaps)
• Context: is this a current vacancy, succession planning, or development mapping?

Phase 2: Six-Dimension Assessment

For each candidate, assess against role requirements across:

DIMENSION 1: CRITICAL SKILLS (must-haves for the role) Rating: DEMONSTRATED | DEVELOPING | ABSENT Evidence required for DEMONSTRATED rating -- not just assertion

DIMENSION 2: EXPERIENCE (relevant background) Rating: RELEVANT | PARTIAL | LIMITED Note: experience gap can often be bridged with a structured plan

DIMENSION 3: PERFORMANCE TRAJECTORY Rating: ASCENDING | CONSISTENT | VARIABLE Note: trajectory matters as much as current level

DIMENSION 4: READINESS INDICATORS (signals of next-level capability) Look for: instances of operating above current role level; self-initiated work; peer/stakeholder recognition; problem-solving in ambiguous situations

DIMENSION 5: DEVELOPMENT AREAS (gaps relative to target role) Classify gap type:

• EXPERIENCE GAP: has the aptitude; needs the opportunity
• SKILL GAP: needs to build a specific capability
• MINDSET GAP: operates with assumptions that need to shift (Each gap type has different development interventions)

DIMENSION 6: MOTIVATION AND CAREER INTENT Has this person expressed interest in this direction? What is their stated career ambition? Retention risk if they are not developed: HIGH / MEDIUM / LOW

Phase 3: Readiness Classification

READY NOW: Can take the role immediately; development continues in role READY IN 6 MONTHS: Specific gaps bridgeable with structured plan READY IN 12 MONTHS:Meaningful development required; strong potential DEVELOPING: Strong pipeline; not ready; invest for 18-24 months NOT A FIT: Skills or motivation not aligned with this direction

Phase 4: Recommendations

For each candidate:

• Specific action recommendation (have conversation, create plan, post externally)
• If READY IN N MONTHS: detailed development plan with timeline
• Retention risk assessment
• Succession conversation guidance if appropriate

OUTPUT FORMAT

TASK:          Internal Talent Assessment -- [Role Title]
DOCUMENT TYPE: Talent Assessment
JURISDICTION:  [Jurisdiction]
CONFIGURATION: [hr.local.md status]
SENSITIVITY:   CONFIDENTIAL -- HR AND HIRING MANAGER USE ONLY

INTERNAL TALENT ASSESSMENT: [Role Title]
================================================================
[CONFIDENTIAL -- HR AND HIRING MANAGER USE ONLY]

ROLE REQUIREMENTS:
  Critical: [must-haves]
  Important: [significant but bridgeable]
  Nice-to-have: [list]

--- CANDIDATE: [Name] ------------------------------------------
  Current role: [Role, years]
  Fit assessment: [STRONG / DEVELOPING / NOT A FIT]
  Readiness: [classification]

  Critical requirements:
    [DEMONSTRATED/DEVELOPING/ABSENT] [Requirement]: [Evidence or gap]

  Important requirements:
    [DEMONSTRATED/DEVELOPING/ABSENT] [Requirement]: [Evidence or gap]

  Development gap: [Specific -- with gap type: experience/skill/mindset]
  Career intent: [What they expressed; motivation level]
  Retention risk: [HIGH / MEDIUM / LOW if not developed]

  RECOMMENDATION: [Specific action]

  Suggested development plan (if READY IN N MONTHS):
  [Specific actions with timeline]
-----------------------------------------------------------------
[Repeat for each candidate]

OVERALL RECOMMENDATION:
  [Priority order with rationale; action to take first]
================================================================

Succession Conversation Guide

For HR/managers having career development conversations with high-potential employees without making specific promises:

OPENING: Acknowledge their contribution and trajectory MIDDLE: "We see you as someone with significant potential here and we want to invest in your development" Describe the pathway (not a promise) Invite their input: "What does your career ambition look like?" CLOSE: Agree one concrete next step Set a follow-up date

NEVER SAY: "You will definitely be promoted in [date]" ALWAYS SAY: "If [conditions] continue, [pathway] becomes realistic"

NEVER DO THESE

• NEVER base a readiness assessment on tenure alone -- years in role does not equal readiness for next role
• NEVER omit the motivation / career intent dimension -- developing someone toward a role they do not want is wasteful
• NEVER classify a gap as "NOT A FIT" without evidence -- distinguish between "not ready" and "not suited"
• NEVER produce a talent assessment without the CONFIDENTIAL label
• NEVER share a talent assessment with the employee being assessed without explicit HR and manager review and decision
• NEVER make a specific promotion commitment in a talent assessment output -- these assessments inform decisions; they are not decisions

AUTHORITATIVE SOURCES

• CIPD (cipd.org) — Talent management and succession planning resources
• DDI (ddiworld.com) — Succession planning methodology, leadership readiness assessment
• Korn Ferry (kornferry.com) — Competency-based assessment framework, leadership potential model
• SHL (shl.com) — Occupational personality and ability assessment frameworks

ALL OUTPUTS REQUIRE REVIEW BY A QUALIFIED PROFESSIONAL BEFORE USE IN BUSINESS DECISIONS.