A People Matrix places each person on two axes: capability, their capacity to handle the breadth and complexity of the role, and competency, how consistently they demonstrate the skills and behaviours required today. CLEAR’s workbook uses three levels for each axis and counts people in the nine resulting boxes.
1. Set the standard first
Agree the requirements of each role and use a recent, consistent review period. Someone in a new or different role should be considered against that role’s actual scope. Gather examples of work, judgement, learning and feedback before assigning a score.
2. Score both dimensions
Use 1 for developing, 2 for established and 3 for advanced. Capability asks whether the person can handle complexity and stretch. Competency looks at observed execution of current role standards. A person may be strong on one axis and still need support on the other. Leave a score blank when evidence is insufficient.
3. Record why
Enter one person per row in People ratings. Add their role, team, both scores and a concise example supporting your judgement. The Box field calculates automatically. Record one useful development focus, such as coaching, clearer expectations or a stretch assignment.
4. Review the pattern together
Use the matrix for a team view, then filter Box to see the names and evidence. Discuss clusters and outliers with other leaders. Ask whether ratings reflect actual role differences, access to opportunity or inconsistent expectations. Calibrate before drawing conclusions.
5. Follow through
Agree a next step with each person and revisit after a defined interval. The grid is a starting point for a fair conversation; it should not be treated as an automatic decision on promotion, pay or employment.
Clarify role standards and decision ownership before making development decisions.