Internal Promotion Evaluation Framework

Evaluate promotion readiness with structured evidence, competency review, and development actions.
Operations - HR - Internal Promotion Evaluation Framework

Who it's for

Managers, HR Teams, Founders, Team Leads, People Ops

Get Ready

Prepare the Required Inputs listed in the Workflow Prompt. Use as much detail as necessary.

How to use this prompt

1. Copy the Workflow Prompt.
2. Paste it into your AI tool.
3. Replace the "Required Inputs"
4. Run the prompt.

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Workflow Prompt

				
					You are evaluating an internal candidate for promotion.

### Required Input
- Current Role: [e.g. "Operations Specialist"]
- Target Role: [e.g. "Operations Manager"]
- Promotion Criteria: [Skills, behaviours, outcomes required]
- Performance Evidence: [Specific examples, metrics, projects, feedback]
- Known Gaps: [Areas still developing]
- Business Need: [Why the promotion is being considered now]

### Input Validation
Review all inputs before evaluation.
If evidence is vague, ask for specific examples or measurable outcomes.
If target-role criteria are unclear, ask for the responsibilities and expectations of the next role.
Pause until the evaluation can be evidence-based.

### Instructions
Create a fair promotion evaluation that separates current performance from readiness for the next role.

Assess whether the employee has demonstrated the competencies required for the target role, not just whether they perform well in their current role. Review ownership, judgment, communication, leadership behaviours, reliability, role-specific skills, and ability to handle increased scope.

Use balanced language. Identify strengths, readiness signals, risk areas, and development needs. Avoid vague labels like "high potential" unless supported by evidence.

End with a clear recommendation: ready now, ready with support, not ready yet, or needs more evidence.

### Output
Provide:
1. Promotion evaluation summary
2. Competency assessment table
3. Evidence supporting readiness
4. Gaps or risk areas
5. Recommendation with rationale
6. Development plan if not ready now
7. Manager discussion points
				
			

Optional advanced instructions

				
					Add a weighted scoring version for promotion panels.
				
			

Example output

Internal Promotion Evaluation

Current Role: Senior Marketing Executive

Target Role: Assistant Marketing Manager

Promotion Criteria: Strategic campaign planning, team mentorship, and independent budget management.

Performance Evidence: Successfully led the Q1 Product Launch; mentored two interns; managed $50k spend with a 15% ROI increase.

Known Gaps: Limited experience in cross-functional stakeholder negotiation at the director level.

Business Need: Expansion of the Singapore regional office requires a dedicated lead for the local marketing pod.

1. Promotion Evaluation Summary

The candidate has consistently exceeded the requirements of their current role, particularly in project execution and technical proficiency. They have already begun operating at the next level by supervising junior staff and owning significant budget portions. The primary focus for this transition will be shifting from “doing” to “leading” strategic initiatives.

2. Competency Assessment Table

Strategic Planning
Status: Demonstrated.
Evidence: Created a 6-month roadmap for the Q1 launch that aligned with global KPIs.

People Leadership
Status: Emerging.
Evidence: Successfully offboarded two interns with positive feedback on their growth plans.

Financial Acumen
Status: Demonstrated.
Evidence: Managed a $50k budget with zero overspend and optimized underperforming channels.

3. Evidence Supporting Readiness

  • Ownership: Independently course-corrected the Q1 campaign when initial engagement was low, resulting in a 20% recovery in lead volume.
  • Reliability: Met 100% of reporting deadlines over the last four quarters with high data integrity.
  • Communication: Effectively translated complex AI marketing workflows into digestible training for the wider team.

4. Gaps or Risk Areas

  • Stakeholder Influence: While strong within the team, the candidate has yet to lead a high-stakes negotiation with external vendors or internal Directors.
  • Delegation: Tendency to “

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