Strong performance deserves recognition. But deciding whether someone is ready for promotion means looking beyond how well they do their current job.

This framework brings together four areas to consider when assessing readiness, followed by a separate check on the business need.

1. Performance

Are they consistently strong in their current role?

Look for reliable delivery, quality work and sustained performance over time. A recent success can contribute to the picture, but it shouldn’t be the whole basis for the decision.

2. Next-level capability

Are they showing the skills and behaviours the next role requires?

Start with a clear understanding of what changes at the next level. Look for signs that they can handle greater complexity, broader responsibility or different expectations. They don’t need to have mastered the new role, but there should be evidence that they are ready to step into it.

3. Independence and judgement

Can they take ownership of greater responsibility?

Consider how they make decisions, manage priorities and follow through. Independence includes recognising when to seek input, ask for support or escalate an issue.

4. Impact

Does their contribution reflect the expectations of the next role?

Look at the difference their work makes to colleagues, clients, projects or the wider business. Depending on the role, this might mean sharing expertise, improving how work gets done or taking ownership of more complex outcomes. Progression doesn’t always mean managing people.

Bring the evidence together

Across these four areas, ask:

• What evidence do we have today?

• What is still missing?

• What would demonstrate readiness?

Use specific examples rather than general impressions. Where evidence is limited, consider whether the person needs further development or an opportunity to demonstrate what they can do.

Assess readiness

Ready now — there is enough evidence that they can operate successfully at the next level, with appropriate support during the transition.

Nearly ready — the foundations are there, with a small number of clear gaps to close.

Not ready yet — further development is needed before they can take on the expectations of the next role.

Check the business need

Is there a bigger role for them to step into?

A promotion needs meaningful scope, responsibility and a real organisational need, alongside the budget to support it.

Someone can be ready for promotion even when that opportunity isn’t available. Keeping these two questions separate makes the decision fairer and the conversation more honest.

The aim isn’t to turn promotion into a scoring exercise. It’s to make a considered decision that you can explain—and give the person a clear understanding of where they stand.