02 — Capability · BC-340
Performance & Succession
Set clear expectations for every person, assess how they are met, and know who is ready to step into the roles that matter most, so performance and the leadership pipeline are managed rather than hoped for.
- Performance Management
- Talent Management
- Succession Planning
In scope
- Goal setting, feedback and the periodic performance assessment
- Talent review, potential assessment and succession plans for critical roles
- Promotion and internal movement decisions
- Recognition tied to performance
Out of scope
- The pay increase or bonus that follows a rating (see BC-350)
- Development programs that build readiness (see BC-330)
- Disciplinary and grievance handling (see BC-360)
Realized by · 2
- Workday · Talent and Performancestrong via BC-340.10
- Oracle Fusion Cloud Applications · Human Capital Managementstrong via BC-340.20
Used in · 1
- Hire-to-Retire · 05 Develop & Perform via BC-340.10
Build it · 2
- book Staff Engineer via BC-340.50
- book The Manager's Path via BC-340.50
Decomposes into · 5
- BC-340.10Goal Setting & AlignmentGive every person goals that trace to the organization's priorities and are specific enough to be assessed, and adjust them when the priorities move.
- BC-340.20Performance Feedback & AssessmentKeep feedback flowing through the year and arrive at a fair, calibrated assessment of each person's contribution at the end of it.
- BC-340.30Talent Review & PotentialLook across the workforce to identify high performers, high potentials and critical-skill holders, and decide deliberately how to invest in and retain them.
- BC-340.40Succession PlanningKnow which roles would hurt most to leave empty, who could fill each one and how ready they are, and close readiness gaps before the vacancy arrives.
- BC-340.50Promotion & Internal MobilityMove people into bigger or different roles through decisions that are consistent, transparent and based on readiness, so talent flows inside the organization before it flows out.