Step 2. Assess Willingness
Consider these questions to assess whether the individual is willing to take the actions that are most commonly required of further leadership roles:
The individual’s placement on the matrix may be changed based on his/her willingness.
Is the individual willing to take a new role?
Is the individual willing to take on additional responsibilities?
Is the individual willing to change functions (as relevant)?
Is the individual willing to move geographically (as relevant)?
Note: a strong willingness assessment will not increase an employee’s potential rating, but a weak willingness assessment may decrease the rating.
Step 3. Assess Readiness
Assessing readiness is a subjective process and should only add to the assessment of potential. A manager assessing readiness should consider the following question: Do I consider the individual ready for two significant increases in responsibility within the next six to ten years? Again, like willingness, the individual’s placement on the matrix may be changed based on his/her readiness.
At higher levels of the organization, the discussion about people tends to be more of a discussion of fit for specific positions, which is a succession planning question. As such, additional factors (such as role requirements, the person’s experience, etc.) become important to the discussion.
Note: a strong readiness assessment will not increase an employee’s potential rating, but a weak readiness assessment may decrease the rating