> ## Documentation Index
> Fetch the complete documentation index at: https://docs.elevate.help/llms.txt
> Use this file to discover all available pages before exploring further.

# High-Performance Model

> The talent distribution model—A-players, above-bar performers, and underperformers—and what each segment means for outcomes.

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

## 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

***

## 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**

* Development focus
* Coaching and support to become [A-players](/philosophy/high-performance-model#a-players-15-25)
* Targeted growth plans ([skills](/framework/performance-dimensions#skills), [behaviors](/framework/performance-dimensions#behaviors), [delivery](/framework/performance-dimensions#delivery))

***

## 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](/framework/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.

***

## Why this model matters

This model does more than “rank people”. It provides a **comprehensive view of performance** because we measure:

* **[Delivery](/framework/performance-dimensions#delivery)** — What outcomes were achieved
* **[Skills](/framework/performance-dimensions#skills)** — What a person can reliably do
* **Behaviors** — How work gets done (we use **Behaviors**, not “Culture”—see [Performance Dimensions](/framework/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](/framework/performance-grades) and the [Talent Bar](/framework/talent-bar).