A concise matrix can compare relevant training, assignments and process capabilities, supported by selected records and an explanation from a manager who knows the work. It should identify the basis of each distinction.
Avoid unsupported scores
Do not invent numerical expertise ratings or compare unrelated jobs merely to create a dramatic difference. Use representative examples of the decisions or problems each knowledge level can handle. Where colleagues have equivalent expertise, say so and explain the transfer’s operational purpose.
Limit personal information to what is necessary to make the comparison understandable and credible. Handle the comparison with regard for the people in it. A matrix ranking named colleagues circulates further than anyone intends and can damage working relationships the household will still be living with, particularly where the transfer means one person moves and another does not.
Limit personal information to what makes the comparison understandable and credible, use representative examples of the decisions or problems each knowledge level can handle, and avoid invented numerical ratings or comparisons with unrelated jobs. Have a manager who knows the work explain the basis of each distinction. Where colleagues hold equivalent expertise, record that plainly and set out the operational purpose of the transfer instead.
Show the finished comparison to the manager who signed it before filing.