GPG Succession Planning & Talent Development | Rev 6
GPG Succession Planning & Talent Development Framework Manager Guidebook Building the talent, capability and leadership pipeline required to deliver today’s business needs, GPG’s future growth, and Customer First culture.
Simple. Practical. Action-focused.
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Contents Purpose of this guidebook..................................................................................................................................................... 3 Quick Start Overview................................................................................................................................................................ 3 1. Why This Matters.................................................................................................................................................................. 4 2. How Managers Use This Framework............................................................................................................................. 4 3. The Six-Stage Framework: What Managers Do......................................................................................................... 7 4. Seven Talent Assessment Dimensions.......................................................................................................................... 8 5. Guiding Principles................................................................................................................................................................. 9 6. High-Potential Employee................................................................................................................................................... 9 7. Roles & Responsibilities..................................................................................................................................................... 9 8. Confidentiality, Fairness & Data Handling................................................................................................................ 10 9. Measuring Success............................................................................................................................................................. 10 10. Rollout Timeline and FY27 Manager Expectations.............................................................................................. 12 Templates & Checklist Overview....................................................................................................................................... 13 Appendix A: Critical Role Mapping................................................................................................................................... 14 Appendix B: Talent Assessment and Calibration......................................................................................................... 15 Appendix C: Succession Planning..................................................................................................................................... 18 Appendix D: Personal Development Plans.................................................................................................................... 20 Appendix E: Quarterly Talent Review Checklist............................................................................................................ 22
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Purpose of this guidebook GPG is committed to developing its people and building an organisation that is fit for the future. This framework provides the structure to do that consistently, fairly and effectively across every function and level. This managers guide explains what to do, which templates to complete, how to make fair and consistent decisions, and how progress will be reviewed.
Use the Quick Start Overview below as your guide through the six-stage process. Complete each stage in sequence using the associated templates, tools and checklists provided in the appendices.
Quick Start Overview Stage
Activity
01
Critical Role Mapping
02
Talent Assessment
03
Calibration
04
Succession Planning
05
Development Planning
06
Quarterly Review
Key question
Output
Which role would create the greatest
Prioritised Critical Role
risk if vacant?
Map
What does the evidence tell us about
Draft Talent
each team member?
Assessment
Are ratings fair, evidence-based and
Calibrated Talent
consistent across GPG?
Assessment
Who could step into critical roles and
Succession Plan or
how ready are they?
mitigation action
What development is appropriate and
Development actions /
where is a focused PDP required?
focused PDPs
What has changed and what action is
Updated plans, risks
now required?
and dashboard inputs
Manager principle Keep the process simple, evidence-based and action-focused. The aim is not to create paperwork. The aim is to protect business continuity, develop talent and support GPG’s Customer First culture.
Employee conversations Managers should focus employee conversations on development, career aspirations, strengths, and growth areas. Managers should not communicate confidential succession ratings, calibration labels or comparisons with other employees.
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1. Why This Matters GPG’s success depends on having the right people in the right roles, with the right capability, both today and in the future. As the business continues to grow and embed its Customer First culture, GPG needs to deliberately identify, develop and retain the talent required to support future success. This is a business process This is not an HR exercise or a form-filling process. It is a business process focused on building capability, supporting career growth and strengthening succession and talent across GPG. The three questions this framework answers 1. Which roles are critical to the continued success of the business? 2. Who could step into those roles, and what mitigation actions are required where no successor exists? 3. What development is needed to build future capability and prepare people for success? What framework will help GPG do
Reduce dependency on key individuals.
Build stronger internal talent pipelines.
Support employee growth and career progression.
Improve retention of high-potential talent.
Strengthen leadership capability across the business.
Embed Customer First thinking into how future leaders are developed.
End-to-End Philosophy Identify Critical Roles
→
Assess Talent
→
Calibrate Talent
→
Plan Succession
→
Build Capability
→
Review & Refresh
Business &
Seven-Dimension
Fair &
Successors &
PDPs &
Quarterly Talent
Customer Risk
Assessment
Consistent View
Mitigation
Development
Review
Outcome: A stronger organisation with reduced risk, stronger internal talent pipelines and the capability required to deliver GPG's strategy.
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2. How Managers Use This Framework This guide should help every manager answer practical questions and complete a small number of outputs that feed the GPG Talent Development Dashboard. Questions managers need to answer Which roles in my team are critical to business continuity,
What good looks like Critical roles prioritised
customer delivery or future growth? What does the seven-dimension evidence show?
Evidence-based assessments completed
Have ratings been calibrated?
Ratings calibrated and finalised
Who could step into each critical role?
Successors or mitigation agreed
What development is required?
Focused PDPs agreed
What has changed since the last review?
Quarterly actions and dashboard inputs completed
Critical Roles, Succession Planning and Talent Development: What is the difference? These activities are connected, but they answer different questions and should not be treated as the same exercise. Critical Role Mapping
Succession Planning
Talent Development
Focus: Role and business risk.
Focus: continuity for critical roles.
Focus: people and future capability.
Which roles would create significant
Who could step into each critical
How will GPG develop strengths,
business, customer, operational,
role, how ready are they and what
aspirations and capability for
compliance or leadership risk if
mitigation is needed where no
successors, high-potential
vacant?
successor exists?
employees and other priority talent?
Output: Prioritised Critical Role Map
Output: Succession Plan or
Output: Focused PDP and
mitigation action
development actions
Important distinction A role can be critical without having a ready successor. An employee can be identified for development without being linked to a critical role. Identifying a critical role does not automatically classify the current role holder as high potential. Succession planning focuses on business continuity; talent development focuses on building future capability.
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Manager Quick Start Guide Stag
Manager action
e
1
2
3
When
September; quarterly
Identify critical roles.
Critical Role Mapping
Assess every team member against seven dimensions
Draft Talent
September; annual/material
and add evidence notes.
Assessment
refresh
Bring draft ratings to calibration and respond to
Calibrated Talent
challenge.
Assessment
4
Identify successors and agree mitigation for gaps.
5
Agree focused development actions.
6
Review progress and submit dashboard inputs.
6
Template / output
Succession Plan / mitigation Personal Development Plan Updated plans / dashboard
update
October
October; quarterly review
Nov-Dec PDRs; ongoing
Quarterly
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3. The Six-Stage Framework: What Managers Do 1 CRITICAL ROLE MAPPING
What managers do
Output
Identify roles where a vacancy, knowledge loss or lack CRITICAL ROLE MAPPING
of readiness would create significant business,
Prioritised Critical Role Map
customer, operational, compliance or leadership risk. 2 TALENT ASSESSMENT
What managers do
Output
Assess each team member against the seven TALENT ASSESSMENT
dimensions and include a short evidence note for
Draft Talent Assessment
every rating. 3 CALIBRATION
What managers do Managers, function leaders and HR review draft
CALIBRATION
ratings, challenge unclear evidence and agree a fair, consistent final view.
4 SUCCESSION PLANNING
Calibrated Talent Assessment and priority talent view
What managers do Identify successors for critical roles, assess readiness
SUCCESSION PLANNING
Output
and agree a mitigation action, owner and target date where no successor exists.
5 DEVELOPMENT PLANNING
Output Succession Plan or mitigation action
What managers do
Output
Hold meaningful development conversations with all employees and agree appropriate development DEVELOPMENT PLANNING
action. Use a focused PDP where structured
Development actions / focused
development is agreed, with particular priority for
PDPs
successors, high-potential employees and critical capability needs. 6 QUARTERLY TALENT REVIEW
What managers do
Output
Review readiness, succession and retention risks, QUARTERLY REVIEW
agreed development actions, PDP progress where
Updated plans, risks and
applicable and Customer First actions; update plans
dashboard inputs
and dashboard inputs.
Development approach 70% on-the-job experience · 20% learning through others · 10% formal learning
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4. Seven Talent Assessment Dimensions Managers should use the seven dimensions consistently. Ratings must be evidence-based and calibrated before finalisation. Dimension Performance
Potential
Values & Behaviours
What it assesses
Good looks like
Delivery against objectives, standards and
Consistently delivering results and
expected contribution.
following through on commitments.
Capacity to grow into broader, more
Learning quickly, adapting well and
complex or more senior responsibilities.
operating beyond the current role.
How the person works and demonstrates expected GPG behaviours.
Role modelling constructive behaviours and supporting team standards. Improving customer experience,
Customer Focus & Commercial
Understanding customer needs, service
Impact
impact and commercial priorities.
Career Aspiration & Growth Motivation
The individuals interest in broader responsibilities, progression, leadership opportunities or continued growth
Career aspirations are understood, openly discussed and aligned to realistic development opportunities.
Risk of losing the person or critical
Risk understood with engagement
capability.
or mitigation action in place.
How soon the person could move into a
Ready Now, <12 Months, 1-3 Years
larger or successor role.
or Not Yet.
Retention Risk
Readiness for Progression
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service delivery or business outcomes.
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5. Guiding Principles These six principles underpin how GPG believes talent should be managed and developed. Develop from within wherever possible
Focus on future capability, not just current performance
External hiring has its place, but the default position is to
High performance today does not automatically mean high
grow our own talent. This builds loyalty, preserves institutional
potential for tomorrow. GPG assesses both and invests
knowledge and shows how GPG values its people.
development resources where there is capacity to grow.
Every critical role should have a successor or mitigation
Every high-potential employee should have a
plan
development plan
Succession gaps are business risks. Critical roles should not be
Identifying someone as high potential is a commitment. It
left without a named successor or a documented mitigation
must be followed by meaningful development action.
action. Talent discussions should be evidence-based and
Development is owned by the employee, supported by
consistent
the manager
Talent conversations should be grounded in observable
Individuals own their own growth. Managers enable, support
evidence, applied consistently across functions and levels.
and sponsor it.
6. High-Potential Employee Definition A high-potential employee consistently demonstrates strong performance, alignment with GPG values and behaviours, and the capability and demonstrated aspiration for broader responsibilities, leadership opportunities or continued professional growth in the future. Examples of evidence Learning agility · Ability to operate beyond current role · Curiosity and initiative · Commercial awareness · Customer focus · Leadership behaviours
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7. Roles & Responsibilities Leadership Team
People Managers
HR
Employees
Champion the framework and set the tone from the top.
Assess team members honestly and consistently against the seven criteria.
Facilitate the process and provide tools and templates.
Own their own development.
Lead Quarterly Talent Reviews.
Complete templates by agreed dates.
Provide coaching and challenge during assessments.
Engage actively in development conversations and agreed actions with their manager. Complete mandatory and roleessential training
Make resourcing and investment decisions that enable development.
Have regular development conversations.
Consolidate outputs into organisational succession plans and dashboard reporting.
Seek stretch opportunities and learning experiences.
Hold managers accountable for talent conversations.
Create stretch opportunities and remove barriers to growth.
Track KPI progress and flag organisational risks.
Be open to feedback and use it to grow.
Own succession and talent risks within functions.
Hold meaningful development conversations and agree development actions or focused PDPs where appropriate. Participate in calibration and provide evidence to support ratings
8. Confidentiality, Fairness & Data Handling Manager guidance Talent and succession planning information is confidential management information. The framework should support employee development, strengthen organisational capability and reduce succession risk. It must not be used to permanently label employees or limit future opportunities. Managers should
Development opportunity
Base assessments on evidence and observed behaviours.
Participation in succession planning does not guarantee
Apply criteria consistently.
promotion. Employees not currently identified as successors or
Treat talent discussions, succession plans and calibration
high potential should continue to receive development
outcomes confidentially.
opportunities and career conversations. Assessments are a
Use the framework for development and growth, not simply
point-in-time view and should evolve as capability and
evaluation.
circumstances change.
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9. Measuring Success The effectiveness of the framework will be monitored through a small number of key indicators, reviewed periodically by the Leadership Team
01
Succession coverage of critical roles
02
Number of critical roles with a Ready Now successor
03
Number of critical roles with no identified successor
04
Completion of Personal Development Plans for identified successors and high-potential employees
05
Internal promotion and progression activity
06
Retention of key talent and high-potential employees
07
% successors and high-potential employees with a Customer First development action in place
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10. Rollout Timeline and FY27 Manager Expectations The initial rollout builds the first GPG talent and succession baseline before the November/December 2026 PDRs. From FY27, managers will keep the information current through quarterly review and development conversations. Timing
Milestone
Manager / business action
5-7 Aug
Finalise framework and
Finalise guidebook, templates, dashboard measures and briefing
2026
briefing materials
materials.
10-14 Aug 2026 17-21 Aug 2026
27 Aug 2026
Practicality check
SLT alignment
Owner HR
Supply Chain and Retail manager test clarity, ease of use and
HR + selected
evidence requirements.
managers
Confirm approach, accountabilities, launch message and organisational priorities.
QBR - Manager
Introduce the framework, seven assessment dimensions, six stages,
introduction to
overall process and managers responsibilities.
SLT + HR
HR + SLT
framework Early
Manager Framework
September
Briefing & Q&A
September 2026
Answer questions, clarify manager asks, review templates, confirm timelines and explain available support.
HR
Stages 1-2: map and assess
Complete Critical Role Mapping and draft seven-dimension assessments with one evidence note per rating.
Managers
October 2026
Stages 3-4: calibrate and plan succession
Calibrate ratings; then agree successors, readiness, mitigation and priority talent. Agree critical succession risks requiring SLT attention.
Function Leads + HR
Nov-Dec 2026
Stage 5: PDRs and Development Planning
Use PDRs to discuss strengths, aspirations and growth needs. Agree development actions and focused PDPs where structured development is required
Managers + employees
December 2026
Stage 6: first review and dashboard
Consolidate agreed outputs, record organisational risks and produce the baseline dashboard.
HR + SLT
FY27: ongoing manager expectations
Review critical roles and succession risks quarterly and after material business or role changes.
Update successor readiness, mitigation actions and evidence where circumstances change.
Review PDP progress through regular development conversations and the quarterly talent cycle.
Maintain Customer First development actions where relevant.
Submit accurate dashboard inputs by the agreed quarterly deadline.
Raise retention risks, capability gaps and investment needs early.
Refresh the full talent assessment at least annually through the FY27 PDR cycle, with interim updates for material changes.
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MANAGER TOOLKIT Templates, examples and quarterly review tools
Templates & Checklist Overview Template
Purpose
Completed by
Appendix A: Critical Role Mapping
Identifies and maps critical roles across the function to prioritise succession planning effort.
Manager, with HR support if needed
Appendix B: Talent Assessment & Calibration
Records talent assessments of each team member across the seven talent dimensions, captures evidence notes and supports calibration to ensure ratings are applied consistently across teams and functions before final talent decisions are agreed.
Manager, Function Leader & HR
Appendix C: Succession Plan
Maps named successors against critical roles with readiness ratings and development actions.
Manager / Function Lead
Appendix D: Personal Development Plan
Records personal development goals, actions by capability area and quarterly progress.
Employee and Manager
Appendix E: Quarterly Talent Review Checklist
Supports preparation for Quarterly Talent Reviews.
Manager
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APPENDIX A Critical Role Mapping
Critical Role Mapping Use this template to identify roles where a vacancy, loss of knowledge or lack of readiness would create significant operational, customer, commercial, compliance or leadership risk.
Manager tip Do not classify every role as critical. Focus on roles that would create the greatest business, customer or operational risk if vacant. Not every critical role will have a ready successor. Where no successor exists, a mitigation plan must be documented and reviewed quarterly.
Significant impact on business performance if vacant.
Specialist knowledge or expertise that is difficult to replace.
Critical to customer service or operational continuity.
Holds key regulatory, compliance or safety responsibilities.
Provides essential leadership capability.
Requires significant time or cost to recruit externally.
Role Title
Function / Dept
Impact Rating H = Business could not function normally M = Significant disruption L = Manageable inconvenience
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Current Holder
Impact if Vacant H/M/L
Replaceability H = Rare skill / long lead time M = Market available, not immediate L = Readily available
Replaceability H/M/L
Customer Impact H/M/L
Customer Impact H = Major effect on service or relationship M = Noticeable but manageable L = Limited direct effect
Why Critical / Mitigation Note
Priority for Succession Prioritise roles with the highest combined business, replaceability and customer risk.
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APPENDIX B Talent Assessment and Calibration
Talent Assessment Template Managers complete the template for each team member. Ratings must be evidence-based and calibrated before finalisation.
Fairness & consistency All assessments should be based on evidence and applied consistently across roles and functions. Managers should be alert to bias, recency effect, favoritism, assumptions about ambition, and over-reliance on tenure or visibility.
Evidence notes required Include a short evidence note for every rating. The note should explain the basis for the assessment using observable examples, results, behaviours or recent work evidence.
Function / Team: __________________
Name
Manager: __________________
Performanc
Potential
e 1-4
1-4
Date: ______________
Customer
Career
Values &
Focus &
Aspiration
Retentio
Behaviour
Commercia
& Growth
n Risk
s
l Impact
Motivatio
H/M/L
n
Readiness for
Evidence /
Progressio
rationale
n
Assessment Scales Performance
Potential
Values & Behaviours
Customer Focus & Commercial Impact
Career Aspiration & Growth Motivation
Retention Risk
Readiness
4 = Exceptional 3 = Strong 2 = Developing 1= Underperforming
4 = Senior leadership potential 3 = Next-level ready 2 = Growth potential in role 1 = Specialist / steady
Yes = Consistently demonstrates GPG values
4 = Critical 3 = Strong 2 = Developing 1 = Limited Evidence
Progression focused Growth focused Specialist/ expertise focused Content in current role
High Medium Low
Now = Could move immediately < 12 months = With targeted development 1-3 years = Longer-term pipeline Not yet = Needs significant growth first
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Developing = Shows intent, needs support No = Below expectations
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Understanding the Seven Assessment Dimensions Dimension
Ask yourself
Evidence examples
Performance
Does the person deliver as expected?
Objectives, standards, results, reliability.
Potential Values &
Could the person grow beyond the current role?
Learning agility, judgement, adaptability, broader thinking.
How does the person work with others?
Collaboration, accountability, standards, leadership behaviours.
Customer Focus &
Does the person understand customer and
Customer feedback, service improvements, commercial decisions, cross-
Commercial Impact
business impact?
functional problem solving.
Behaviours
Does the person want broader
Career conversations, PDP discussions, expressed aspirations, desire to
Career Aspiration &
responsibilities, progression or continued
deepen expertise, willingness to take on stretch assignments or additional
Growth Motivation
growth? What type of growth is most
responsibility, preference to remain in the current role, and personal factors
important to them?
influencing career choices.
Retention Risk
How likely is loss of person or capability?
Engagement levels, flight-risk indicators, market demand, scarce skill, employee feedback, recent changes in circumstances.
Readiness for Progression
How soon could the person progress?
Ready now, targeted development, longer-term pipeline.
Calibration Questions by Dimension Dimension Performance Potential Values & Behaviours Customer Focus & Commercial Impact
Career Aspiration & Growth Motivation Retention Risk Readiness for Progression
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Calibration Questions Is the rating supported by evidence? Is performance consistently demonstrated over time? Are we assessing outcomes rather than effort alone? Has the individual demonstrated capacity to take on broader responsibility? What evidence shows growth beyond their current role? Does the individual's behaviour consistently reflect GPG values? Would others across the business describe their behaviours similarly? What evidence shows understanding of customer needs, commercial impact or business outcomes? Has the individual improved customer experience, service or performance? Has the individual expressed an interest in broader responsibilities, progression or growth? Have career aspirations been discussed directly, or are we making assumptions? Does the individual's aspiration align with identified development or succession opportunities? What evidence suggests risk of loss? Are we assessing actual risk indicators rather than assumptions? What evidence supports the readiness assessment? What capability, experience or exposure is still required?
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Calibration Guidance Manager reminder Calibration focuses on evidence, not opinion. Managers should be prepared to explain ratings using observable behaviours, results, examples and developmental history. Calibration is not about defending an original rating. It is about reaching a fair and consistent view across GPG. Step
Calibration process
1
Managers complete draft assessments with evidence notes.
2
HR reviews completion and prepares summary themes.
3
Function leaders and HR review ratings for consistency.
4
Ratings are challenged where evidence is unclear or inconsistent.
5
Final ratings, succession risks and priority development actions are agreed.
6
HR updates the dashboard and records key organisational risks.
Use evidence, not opinion.
Separate current performance from future potential.
Do not reward tenure automatically.
Challenge ratings that feel too high or too low.
Compare ratings across teams and functions.
Check for bias and group think.
Agree final ratings collectively and record the rationale.
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APPENDIX C Succession Planning
Example Succession Plan This example is illustrative and shows the level of detail expected.
Field
Example
Critical role
Supply Chain Planning Manager
Why critical
High impact on customer delivery, stock availability and operational continuity.
Impact if vacant
High
Customer impact
High
Successor readiness
Ready <12 Months
Succession risk
Amber
Key development
Lead cross-functional planning project; attend customer / stockist visits; mentor with senior operations leader; present
actions
quarterly planning update.
Succession Plan Template Complete one row per critical role identified in Appendix A. Review after each Quarterly Talent Review. Function / Department: ______________________ Critical role
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Current holder
Successor name
Review Date: ______________ Current role
Readiness
Risk R/A/G
Development / mitigation
Owner / target
action
date
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Readiness and Risk Guide Category
Definition
Dashboard risk
Ready Now
Can step in immediately with no significant development.
Green
Ready <12 Months
Could step in with limited targeted development.
Amber
Ready 1-3 Years
Longer-term successor requiring broader experience.
Amber
No Successor Identified
A risk area. Action is required to develop a successor or mitigate risk.
Red
Where no successor is identified The manager must agree a mitigation action with HR and the function leader. Options may include external talent mapping, cross-training, deputy development, documentation of key knowledge, acting-up exposure or targeted recruitment planning. Record the action, owner and target date and review quarterly.
What good looks like Every critical role has either a named successor with a readiness rating or a documented mitigation action.
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APPENDIX D Personal Development Plans
Personal Development Plan This living document is completed jointly by the employee and manager and reviewed through regular development conversations and the Quarterly Talent Review cycle.
Planning guidance Focus on the 3-5 most important development actions. A short, high-quality plan is better than a long list that is not followed through. Employee details
Plan details
Name:
PDP Start Date:
Job Title:
Next Review Date:
Function:
Talent Status:
Manager:
Succession Role, if applicable:
Career Aspirations & Goals:
Key Strengths to Build On:
Priority Development Need:
Success Measure:
Development Actions by Capability Area When agreeing on actions, consider technical, leadership, commercial, strategic and Customer First capability needs
70% on-the-job experience · 20% learning through others · 10% formal learning Capability area
Development action
Type 70/20/10
Target date
Progress / notes
Technical, Leadership, Commercial, Strategic and Customer First
Customer First Development Examples Retail shadowing
Stockist visits
Spend time in a retail setting to understand customer
Participate in customer or stockist visits to build
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experience and operational realities.
commercial and service awareness.
Complaint review
Cross-functional project
Analyse customer complaint or service issue trends and
Lead or contribute to a project that improves service,
agree improvement actions.
customer delivery or ways of working.
Commercial awareness
Acting-up or stretch assignment
Build understanding of margin, service impact, customer
Take on temporary responsibility linked to customer
needs and commercial decisions.
delivery or business improvement.
Quarterly Review Log Review Date
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Reviewed By
Progress Summary
Actions / Changes for Next Quarter
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APPENDIX E Quarterly Talent Review Checklist
Quarterly Talent Review Checklist End point Managers should use this checklist before each Quarterly Talent Review. The aim of the Quarterly Talent Review is to agree actions, not simply review information.
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Area
Manager check
Ready?
Critical Roles
Have material role or business changes altered the critical role map?
☐
Talent Assessment
Are assessments current and supported by evidence notes?
☐
Calibration
Have required ratings been calibrated and finalised?
☐
Succession
Does every critical role have a successor or mitigation plan?
☐
Development
Are PDPs in place for successors and high-potential employees?
☐
Customer First
Are relevant customer-facing or commercial actions included?
☐
Risk
Have retention risks and succession gaps been identified?
☐
Progress
What has changed since the last review?
☐
Actions
What decisions, support or investment are required?
☐
Dashboard
Are accurate inputs ready to submit to HR?
☐
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Manager Implementation Checklist What do I need to complete? Manager action
Complete?
Identify critical roles in my area
☐
Complete Critical Role Mapping
☐
Assess each team member using the seven dimensions
☐
Add evidence/rationale for every rating
☐
Bring draft assessments to calibration and respond to challenge
☐
Identify successors for critical roles
☐
Flag any role with no successor and agree mitigation
☐
Agree PDPs for successors and high-potential employees
☐
Add a Customer First development action where relevant
☐
Submit dashboard inputs to HR
☐
Review quarterly
☐
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