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In our experience, talent in a scale-up typically falls into three buckets. This model drives how we allocate recognition, development, and corrective action.

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A-players (15–25%)

Definition
A-players are the people who truly push the organisation forward and generate the most value. What they look like
  • Consistently exceed expectations
  • Deliver outsized results
  • Raise standards around them
  • Operate with high autonomy and impact
Typical outcomes
  • Promote faster
  • Compensate exponentially: large equity bonuses, meaningful raises, increased scope and ownership

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Above bar / “Average performers” (65–85%)

Definition
Above-bar performers make up the bulk of the organisation. They achieve what’s expected, but don’t consistently go much beyond that. What they look like
  • Dependable delivery within expected scope
  • Steady contribution
  • Often have room to grow into A-player performance
Typical outcomes

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Underperformers (0–10%)

Definition
Underperformers struggle to meet expectations. They may be misaligned to role scope, skill requirements, or behavioral expectations. What they look like
  • Consistently below expected standards in one or more performance dimensions
  • Unreliable delivery, skill gaps, or behavioral risk
  • Creates drag on team outcomes
Typical outcomes
  • Performance improvement plan (PIP) where appropriate
  • Role change or scope change where appropriate
  • Exit if standards cannot be met
Operating target
Underperformers normally represent 5–10% of the workforce. The aim is to drive this down to a low single digit by transitioning people out of roles that are not working.

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Why this model matters

This model does more than “rank people”. It provides a comprehensive view of performance because we measure:
  • Delivery — What outcomes were achieved
  • Skills — What a person can reliably do
  • Behaviors — How work gets done (we use Behaviors, not “Culture”—see Performance Dimensions)
The system helps you:
  • Surface A-players (who to reward and promote)
  • Identify where future talent is distributed (high skills + strong behaviors even before peak delivery)
  • Diagnose organisational weaknesses (e.g. strong delivery but weak skills, or strong skills but inconsistent behaviors)
  • Build better succession and workforce planning data over time
For how we turn this into grades, see Performance Grades and the Talent Bar.