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
| Source | Check | | ----------------- | ---------------------------------------------------------------------------------------------------------------------------------------------------------- | | Conversation | Role requirements (critical, important, nice-to-have), candidate names and current roles, assessment context (vacancy, succession, or development mapping) | | hr.local.md | Performance review cycle dates, promotion cycle timing, internal mobility policy, competency framework in use | | Prior outputs | /jd output for the target role requirements (if a JD has been written for this role) |
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 ONLYTALENT 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 emplo