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Is This Person Actually Ready for the Next Level?

A promotion is not a reward for good work. It is a bet that someone can do a different job. Rate the person on the six things that actually predict that, and get a readiness score plus a ranked list of what to close before you make the case.

Rate this person on each dimension from 0 (not there at all) to 10 (clearly there today). Be honest, not hopeful. The weights are shown so you can see what the score leans on.

8

Consistently strong in the role they hold now. Necessary, but the weakest predictor of the next level.

6

Already shows the competencies the higher role needs, not just mastery of the current one. The strongest single signal.

6

People already look to them. They lift the work of others, whether or not they have a title yet.

7

Operates with little oversight and makes good calls when the answer is not obvious. Ready for less supervision, not more.

7

Has grown noticeably over the last year. Takes feedback and actually acts on it, rather than plateauing.

7

Wants this specific role for the right reasons, and understands what actually changes. Not just chasing a title or a raise.

Promotion readiness

0%

Readiness

Nearly there

where they land

Gap to a strong case

0 pts

points below 80%

Develop first

Skills for next level

biggest weighted drag

Strongest today

Current performance

highest rating

How the Score Breaks Down

Each dimension contributes its rating times its weight. This is where the readiness percentage actually comes from, and it shows why a single high number cannot carry the decision.

Current performance (15%)8/10 → 0 pts
Skills for the next level (25%)6/10 → 0 pts
Leadership and influence (20%)6/10 → 0 pts
Autonomy and judgment (20%)7/10 → 0 pts
Growth trajectory (10%)7/10 → 0 pts
Motivation and role fit (10%)7/10 → 0 pts
Total readiness0%

What to Do Before You Promote

Close the two biggest gaps first.

Give the role before the title.

The cleanest way to test readiness is to hand over a piece of the next role now and watch. A stretch project, a slice of leadership, a decision they own end to end. Real evidence beats a hopeful bet, and it protects both of you if the answer turns out to be not yet. Use a structured handoff so the stretch work is set up to succeed.

Want a second read on the decision itself?

This rubric scores readiness. If you want to pressure-test the decision through concrete scenarios instead, run the Should I Promote This Employee quiz. And if the real question is promote from within versus hire, compare the two in the internal vs external hire calculator.

About the numbers: Readiness = the sum of each dimension’s rating times its weight, scaled to 100. Weights are current performance 15%, skills for the next level 25%, leadership and influence 20%, autonomy and judgment 20%, growth trajectory 10%, motivation and role fit 10%. The weights are an opinionated default designed to counter the halo effect of promoting on current performance alone; they are a point of view, not a validated instrument. The biggest development area is the dimension with the largest weighted shortfall (weight times the distance from 10). This is a reflection and planning tool, not legal or HR advice. Promotion decisions carry equal-opportunity, pay-equity, and policy implications, so consult your HR partner before any formal decision.

Frequently Asked Questions

How is this different from your "Should I Promote This Employee?" quiz?
The quiz walks you through fifteen scenarios and gives you a promote or not-yet read. This calculator is a scored rubric: you rate the person on six weighted dimensions and get a readiness percentage plus a ranked list of what to develop first. Use the quiz for a structured gut check. Use this when you want a measurable rubric you can re-run each quarter to watch someone actually close the gap.
Why is current performance weighted so low?
Because the single most common promotion mistake is promoting a great individual contributor on the strength of the job they already do, into a job that needs a different skill set. Being excellent in the current role tells you surprisingly little about readiness for the next one, so this rubric deliberately weights next-level skills, leadership, and judgment far more heavily. A high performer with a low readiness score is the exact trap this tool is built to catch.
Where do the weights come from?
They are an opinionated default, not a scientific formula. They encode one point of view: promote on evidence that someone can do the next role, not as a reward for the last one. That is why skills for the next level carries the most weight and current performance carries the least. Treat the score as a structured conversation, not a verdict handed down by a spreadsheet.
What score actually means "promote"?
Above roughly 80 percent, you have a strong case worth making. Between 65 and 79, they are close: name the specific gaps, give real work against them, and set a date. Below 65, this is a development plan, not a promotion yet. These bands are guides for judgment, not hard cutoffs, and a single low dimension can matter more than the average suggests.
My best performer scored low. Now what?
Do not read it as "they are not good." Read it as "they are not yet ready for a different job." Name the two development areas the calculator surfaces, hand them real stretch work aimed at those areas, and re-run this in a quarter. The worst outcome is promoting to reward strong work and then watching a capable contributor struggle in a role they were set up to fail in.
Should I share the score with the employee?
Share the dimensions and the gaps, which is where the value is. Use judgment on the raw number, since a percentage can land as a grade rather than a plan. The point is the development conversation it opens, not the figure itself. And always follow your HR and equal-opportunity policies before making any formal promotion decision. This is a reflection tool, not legal or HR advice.

Promote on Evidence. Not on Reward.

The best promotions look obvious in hindsight because the readiness was already visible. Score it honestly, close the named gaps, and make the case when the evidence is there.

Quiz: Should I Promote This Employee? → Calculator: Promote vs Hire →

Related: Salary Raise → Related: Knowledge Transfer Time →

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