PUBLIC

Succession and Development

Process Diagrams

SAP SuccessFactors process library

January 2025
Table of contents
MHR-100 Succession and Development ......................................................................................... 3
MHR-100-10 Succession ................................................................................................................. 4
MHR-100-10-10 Identify and Nominate Talents ............................................................................. 5
MHR-100-10-20 Plan Succession .................................................................................................... 9
MHR-100-10-30 Conduct Talent Review Meeting ........................................................................ 13
MHR-100-20 Development ........................................................................................................... 18
MHR-100-20-10 Plan Career ......................................................................................................... 20
MHR-100-20-20 Plan Development .............................................................................................. 24
MHR-100-20-30 Manage Mentoring - Open Enrollment .............................................................. 28
MHR-100-20-30-10 Create Mentoring Program ........................................................................... 32
MHR-100-20-30-20 Execute Mentoring ........................................................................................ 35
MHR-100-20-40 Manage Mentoring - Supervised Program ......................................................... 38
MHR-100-20-50 Manage Mentoring - Unsupervised Program ..................................................... 42

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 2 / 45
MHR-100 Succession and Development

Processes

MHR-100-10 Succession

MHR-100-20 Development

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 3 / 45
MHR-100-10 Succession

Processes

MHR-100-10-10 Identify and Nominate Talents

MHR-100-10-20 Plan Succession

Driven by AI: Joule
Driven by AI - Solution: Joule supports following use case(s):

• Go to Position Tile
• Go to Talent Search
• View succession org chart
• View succession lineage chart

MHR-100-10-30 Conduct Talent Review Meeting

Driven by AI: Joule
Driven by AI - Solution: Joule supports following use case(s):

• View performance-potential matrix grid report

• View how vs. what matrix grid report
MHR-100-10-10 Identify and Nominate Talents
Documentation: This process refers to the identification and nomination of talents in preparation for talent review
and planning activities. The manager identifies and nominates talents from their teams.

Business Area: Talent Management

Business Capability: Succession Management
Solution Capability: Succession Management (SuccessFactors)

Purpose:

• Line managers are responsible to identify employees in their teams with potential to grow and move forward in
the organization.
• Line managers assess the potential, set talent flags (e.g. future leader, risk of loss, impact of loss) for their
employees and can nominate them to be included in talent pools and/or considered as successor for key
positions.
• Talent nominations are input for discussion and confirmation in a talent review meeting.

Prerequisites:

• Clear guidance on criteria for talent identification

• Talent pools defined and key positions identified
• Performance reviews completed

Success Criteria:

• Majority of talent nominations by line manager is confirmed in talent review meeting

• Managers are willing to identify and share their talents with the rest of the organization

Activities

Activity name Responsible Description

Review Team Portfolio Line Manager Review Team Portfolio : The Line Manager
carefully reviews the team portfolio, evaluating
individual performances and identifying
potential talents for nomination within the
organization.

Review Employees' Talent Profiles Line Manager Review Employees' Talent Profiles : The Line
Manager reviews the talent profiles of
employees to evaluate their skills, potential,
and suitability for nomination in future talent
identification initiatives.

Request Employee to Update Profile and Line Manager Request Employee to Update Profile and
Growth Portfolio Growth Portfolio : The line manager requests
the employee to update their profile and
growth portfolio, which involves reviewing and
updating personal skills, professional
experience and future career aspirations.

Review Growth Portfolio Employee Review Growth Portfolio : The growth portfolio,
which encapsulates an individual's or
organization's progress and prospects, is
evaluated to identify potential talents, manage
existing assets, and discover new opportunities.
Driven by AI: Joule
 Activity name Responsible Description

Driven by AI - Solution: View Growth Portfolio

Review Profile Employee Review Profile : The employee reviews their

professional profile, ensuring their skills,
experiences and career aspirations are
accurately and comprehensively represented.

Evaluate Employee's Potential & Performance Line Manager Evaluate Employee's Potential & Performance
and Talent Flags and Talent Flags : The line manager assesses the
employee's potential and performance, and
identifies any talent flags, which could indicate
a high performing individual or an employee
with potential for growth.

Consult with HR Business Partner (Optional) Line Manager Consult with HR Business Partner (Optional) :
This activity involves a consultation with the HR
Business Partner, which is optional, to discuss
potential talent nominations within the team.

Review and Update Succession Plan Line Manager Review and Update Succession Plan
Assignments of Employees Assignments of Employees : The succession
plan assignments of employees are thoroughly
reviewed and updated as necessary, ensuring
the talent pool is accurately reflected and
potential successors are correctly identified.

Review and Update Talent Pool Assignments of HR Business Partner Review and Update Talent Pool Assignments of
Employees Employees : The HR Business Partner reviews
and updates the talent pool assignments,
ensuring that all employees are correctly
categorized based on their skills and potential.

Start and End Events

Event Name Element type Responsible

Performance Review Completed Start Event Line Manager

Talents Identified and Nominated End Event Line Manager

Process Roles

Name Description

Employee Works under a contract of employment to perform certain activities for which they usually receive
compensation.

HR Business Partner Supports Line Managers in HR related topics, such as personnel planning and development,
headcount planning etc. The HRBP is considered the interface between HR and the Business and
needs to understand business strategy and its impact to the various parts of the organization and
what HR needs derive from that business strategy.

Line Manager Manages a team of employees and/or line managers. Direct supervisor of the employee, having
people management and budget responsibilities. Can be on all levels of the organization.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 7 / 45
Input/Output Documents

Name Description

Attribute Library Library of all attributes of all types, including standard attributes like skills and competencies or
custom attributes like education, certifications, language ability etc.

Awards and Learning This portlet in Employee Profile allows employees to record their honors and awards received, as well
as the courses, workshops and seminars that they have completed in the past which is relevant.

Career Goals and Development This portlet in the Employee Profile store information about the employee's Career Goals and
Development Goals.

Education Portlet in Employee Profile where the employee's education records can be stored.

Growth Portfolio The growth portfolio houses all of a person's attributes, of all attribute types. It will include attributes
associated with a person's job role as well as those assigned to them by others and those they have
added themselves.

Language Skills and Mobility A portlet in the Employee Profile which employees can store their Language skills and Geographic
Mobility information

Leadership and Functional Experience This portlet in the Employee Profile allows employees to record their areas of leadership or functional
experience which is relevant in their career.

Performance Data Element in the Talent Profile that stores the performance rating history of the employee.

Potential Data Element in the Talent Profile that stores the Potential (rating) of the employee through time.

Professional Memberships / Certifications This portlet in Employee Profile allows employees to record their professional certifications and
licenses, as well any professional memberships that they may have.

Skills Knowledge and experience required for job that can be developed through a mix of formal training,
education, and experience.

Succession Nomination Data Element in the Talent Profile that shows the positions for which the employee has been Nominated to be a
Successor for.

Talent Information Data Element that stores the Talent Information (Risk of loss, impact of loss, career track, etc) of the employee.

Talent Pool Identified group of people who possess the knowledge, skills, abilities and other characteristics for a
specific job.

Work Experience Portlet in Employee Profile which shows the External and Internal work experience of the employee.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 8 / 45
MHR-100-10-20 Plan Succession
Documentation: This process refers to regular review of succession plans to ensure the nomination of potential
successors of key positions. If a critical talent leaves a key position, the succession plan will be reviewed.

Business Area: Talent Management

Business Capability: Succession Management
Solution Capability: Succession Management (SuccessFactors)

Purpose:

• Line managers review succession plans for (key) positions in their scope to help secure the continuity and success
of their organization.
• Depending on the level in the organization, line managers will be supported by their HRBP’s and the Center of
Excellence in finding the right succession candidates, in analyzing the available data (bench strength, readiness,
nominations per employee…) and in identifying optimal development actions.

Prerequisites:

• Guidelines for succession planning clearly defined

• Talent pools defined and key positions identified

Success Criteria:

• Key positions secured with adequate succession plan

• Proper bench strength of succession plans

Activities

Activity name Responsible Description

Review and Communicate Guidelines for Talent Process Owner Review and Communicate Guidelines for
Succession Planning Succession Planning : The succession planning
guidelines are meticulously reviewed and
effectively communicated to ensure a smooth
and efficient transition of roles, emphasizing
the importance of continuity in key positions
within the organization.

Publish Guidelines for Succession Nomination Talent Process Owner Publish Guidelines for Succession Nomination :
The guidelines for succession nomination are
disseminated, which may include detailing the
nomination process, eligibility criteria, and
timelines to ensure a smooth transition in
leadership roles.

Review Succession Plans for Their Organization Line Manager Review Succession Plans for Their Organization :
The line manager carefully evaluates and
reviews the succession plans for their
organization, ensuring the continued smooth
operation and leadership transition in future
scenarios.

Consult Guidelines for Succession Nomination Line Manager Consult Guidelines for Succession Nomination :
The Line Manager consults the guidelines to
nominate suitable candidates for succession
planning, ensuring the organization's continuity
and growth.
 Activity name Responsible Description

Nominate Potential Successors Line Manager Nominate Potential Successors : Potential

successors are identified and nominated, which
involves assessing employee capabilities and
readiness for future roles, as part of succession
planning.

Search for Talent HR Business Partner Search for Talent : This activity involves the
strategic process of identifying potential
candidates within or outside the organization
who can fill key roles, ensuring the continuity
and effectiveness of the company's operations
in the future.

Check if a Successor is Found HR Business Partner Check if a Successor is Found : The activity
involves assessing whether a suitable successor
has been identified for a particular role,
ensuring a smooth transition and continuity in
the position.

Nominate Potential Successors HR Business Partner Nominate Potential Successors : Potential

successors are identified and nominated, which
involves assessing employee capabilities and
readiness for future roles, as part of succession
planning.

Review Succession Plans and Analyze Data HR Business Partner Review Succession Plans and Analyze Data : The
succession plans are meticulously reviewed and
relevant data is analyzed to ensure future
leadership continuity and organizational
resilience.

Agree on Potential Successors and Identify Line Manager Agree on Potential Successors and Identify
Development Actions Development Actions : Potential successors for
a given role are agreed upon and subsequent
development actions for those individuals are
identified, laying the groundwork for a smooth
transition when the current role holder departs.

Agree on Potential Successors and Identify HR Business Partner Agree on Potential Successors and Identify
Development Actions Development Actions : Potential successors for
a given role are agreed upon and subsequent
development actions for those individuals are
identified, laying the groundwork for a smooth
transition when the current role holder departs.

Start and End Events

Event Name Element type Responsible

Succession Plans to be Reviewed Start Event Talent Process Owner

Guidelines Communicated End Event Talent Process Owner

Guidelines Received Start Message Event Line Manager

Succession Plans Updated End Event Line Manager

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 11 / 45
 Event Name Element type Responsible

Evergreen Requisition Needs To Be Created Intermediate Link Event HR Business Partner

Process Roles

Name Description

HR Business Partner Supports Line Managers in HR related topics, such as personnel planning and development,
headcount planning etc. The HRBP is considered the interface between HR and the Business and
needs to understand business strategy and its impact to the various parts of the organization and
what HR needs derive from that business strategy.

Line Manager Manages a team of employees and/or line managers. Direct supervisor of the employee, having
people management and budget responsibilities. Can be on all levels of the organization.

Talent Process Owner Responsible for the integrated talent and competency framework. Develops and communicates
guidelines for success planning, talent identification and calibration.

Input/Output Documents

Name Description

Performance Data Element in the Talent Profile that stores the performance rating history of the employee.

Position Position is an organizational object used to distribute tasks to posts in an organizational plan and to
model the reporting structure between posts. It is assigned to organizational unit and represents an
area of responsibility specified by tasks and duties specific for this organizational unit. Positions are
concrete posts in an enterprise, which can be occupied by employees and they define the exact place
of the employee in the org structure.

Potential Data Element in the Talent Profile that stores the Potential (rating) of the employee through time.

Skills Knowledge and experience required for job that can be developed through a mix of formal training,
education, and experience.

Succession Nomination Data Element in the Talent Profile that shows the positions for which the employee has been Nominated to be a
Successor for.

Talent Information Data Element that stores the Talent Information (Risk of loss, impact of loss, career track, etc) of the employee.

Talent Pool Identified group of people who possess the knowledge, skills, abilities and other characteristics for a
specific job.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 12 / 45
MHR-100-10-30 Conduct Talent Review Meeting
Documentation: This process refers to formal kick-off of the talent review process. Final succession plans and talent
pool nominations are confirmed.

Business Area: Talent Management

Business Capability: Succession Management
Solution Capability: Succession Management (SuccessFactors)

Purpose:

• The purpose of this meeting is to confirm final succession plans, talent pool nominations and development
actions.
• For this, the management team (Line Manager, Next Level Manager and HR Business Partner) conducts talent
calibration sessions to ensure objective ratings and afterwards reviews and confirms prior succession plans,
talent pool nominations and development actions.

Prerequisites:

• Clear process, guidelines and calendars for talent review meetings defined

Success Criteria:

• High quality succession plans and talent pipeline

Activities

Activity name Responsible Description

Review and Communicate Guidelines for Talent Talent Process Owner Review and Communicate Guidelines for Talent
Review Meetings Review Meetings : The guidelines for talent
review meetings are examined and
communicated, ensuring all participants are
well-informed and prepared for the discussion
regarding talent assessment and development
strategies.

Define Scope (employees and positions) and HR Business Partner Define Scope (employees and positions) and
Participants of Meeting Participants of Meeting : The process involves
defining the scope by identifying the relevant
employees and positions, and determining the
participants for the talent review meeting,
ensuring that all key stakeholders are included.

Provide Input on Scope Line Manager Provide Input on Scope : The Line Manager
provides valuable input on the scope of the
talent review, offering insights based on their
expertise and understanding of team
capabilities and performance.

Create Calibration Session Talent Administrator Create Calibration Session : A calibration

session is established to evaluate and align the
standards and measurements used in
performance or talent reviews.

In the context of conducting a talent review

meeting or reviewing performance, a
 Activity name Responsible Description
calibration session is created to ensure a
consistent and fair evaluation process.

Invite Participants and Arrange Logistics Talent Administrator Invite Participants and Arrange Logistics : An
invitation is extended to relevant participants
and logistical elements such as venue, time and
resources are arranged for the Talent Review
Meeting.

Prepare Meeting (using Presentations) HR Business Partner Prepare Meeting (using Presentations) : A
detailed meeting is prepared by collating
necessary information and organizing it into
presentations to facilitate a comprehensive
talent review.

Participate in Talent Review Meeting Line Manager Participate in Talent Review Meeting : During
the Talent Review Meeting, the participants
collectively assess the skills, performance, and
potential of employees to develop talent
pipelines and succession strategies.

Participate in Talent Review Meeting Next Level Manager Participate in Talent Review Meeting : During
the Talent Review Meeting, the participants
collectively assess the skills, performance, and
potential of employees to develop talent
pipelines and succession strategies.

Conduct Talent Calibration HR Business Partner Conduct Talent Calibration : The talent
calibration process is carried out to evaluate
and align employee performance ratings,
ensuring that talent is assessed consistently
across the organization.

Review and Confirm Talent Pool Nominations HR Business Partner Review and Confirm Talent Pool Nominations :
The HR Business Partner reviews and confirms
the nominations for the talent pool to ensure
they align with the organization's talent
development objectives.

Review and Confirm Succession Nominations HR Business Partner Review and Confirm Succession Nominations :
The succession nominations are thoroughly
reviewed and confirmed to ensure that the
most suitable candidates have been selected
for future leadership roles.

Review and Confirm Development Actions for HR Business Partner Review and Confirm Development Actions for
Successors Successors : The development actions for
successors are carefully reviewed and
confirmed, ensuring they are suitable and
beneficial for future talent growth and
continuity in the organization.

Perform Quality Review of Succession/ Talent HR Business Partner Perform Quality Review of Succession/ Talent
Pipeline Pipeline : The quality of the succession or talent
pipeline is meticulously evaluated to ensure
that it meets the necessary standards and
requirements.

Summarize Key Actions HR Business Partner Summarize Key Actions : The key actions taken
during the talent review meeting are
summarized, providing a comprehensive
overview of decisions, discussions, and future
plans.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 15 / 45
 Activity name Responsible Description

Discuss Development Actions with Employee Line Manager Discuss Development Actions with Employee :
The Line Manager engages in a discussion with
the employee to outline and plan development
actions, aiming to enhance the employee's skills
and performance.

Start and End Events

Event Name Element type Responsible

New Talent Review Cycle to be Started Start Event Talent Process Owner

Guidelines Communicated End Event Talent Process Owner

Guidelines Received Start Message Event HR Business Partner

Talents and Succession Plans Confirmed End Event Line Manager

Process Roles

Name Description

HR Business Partner Supports Line Managers in HR related topics, such as personnel planning and development,
headcount planning etc. The HRBP is considered the interface between HR and the Business and
needs to understand business strategy and its impact to the various parts of the organization and
what HR needs derive from that business strategy.

Line Manager Manages a team of employees and/or line managers. Direct supervisor of the employee, having
people management and budget responsibilities. Can be on all levels of the organization.

Next Level Manager Identifies the person one level above another in the hierarchical line, typically involved in processes
requiring multiple approvals.

Talent Administrator Administers transactional activities related to performance and talent processes. Prepares and
generates goal and performance plans. Plans and prepares logistics for talent review meetings.

Talent Process Owner Responsible for the integrated talent and competency framework. Develops and communicates
guidelines for success planning, talent identification and calibration.

Input/Output Documents

Name Description

Performance Data Element in the Talent Profile that stores the performance rating history of the employee.

Potential Data Element in the Talent Profile that stores the Potential (rating) of the employee through time.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 16 / 45
 Name Description

Succession Nomination Data Element in the Talent Profile that shows the positions for which the employee has been
Nominated to be a Successor for.

Talent Pool Identified group of people who possess the knowledge, skills, abilities and other characteristics for a
specific job.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 17 / 45
MHR-100-20 Development

Processes

MHR-100-20-10 Plan Career

MHR-100-20-20 Plan Development

Driven by AI: Joule
Driven by AI - Solution: Joule supports following use case(s):

• View development goals

• Create development goals
• Edit development goals
• Delete development goals
• Add learning activities to development goals
• Add comments to development goals

MHR-100-20-30 Manage Mentoring - Open Enrollment

Driven by AI: Joule
Driven by AI - Solution: Joule supports following use case(s):

• Sign up for mentoring programs

• View mentoring activities
• Edit mentoring activities
• Approve mentors
• Approve mentoring requests

MHR-100-20-40 Manage Mentoring - Supervised Program

Driven by AI: Joule
Driven by AI - Solution: Joule supports following use case(s):

• Sign up for mentoring programs

• View mentoring activities
• Edit mentoring activities
• Approve mentors
• Approve mentoring requests

MHR-100-20-50 Manage Mentoring - Unsupervised Program

Driven by AI: Joule
Driven by AI - Solution: Joule supports following use case(s):
 Processes

• Sign up for mentoring programs

• View mentoring activities
• Edit mentoring activities
• Approve mentors
• Approve mentoring requests

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 19 / 45
MHR-100-20-10 Plan Career
Documentation: This process refers to the planning of employees’ individual career. The employee reviews career
opportunities and discuss next steps with manager.

Business Area: Talent Management

Business Capability: Career Development
Solution Capability: Career Development (SuccessFactors)

Purpose:

• Employees are facilitated to review their career opportunities with their line managers and optionally with
HRBP´s to together identify possible development activities to pursue a career within the organization.

Prerequisites:

• Job requisites and competency framework defined

• Employees and managers have insight in career paths and career opportunities

Success Criteria:

• Employees are taking ownership for their own career and development
• Lower attrition through more insight in internal career opportunities

Activities

Activity name Responsible Description

Review Profile Employee Review Profile : The employee reviews their

professional profile, ensuring their skills,
experiences and career aspirations are
accurately and comprehensively represented.

Review Considered Job Roles Employee Review Considered Job Roles : This activity
involves an employee reviewing and
considering various job roles as part of their
career planning process.

Add as Target Role Employee Add as Target Role : Add as Target Role involves
the employee identifying and adding a desired
future role or position to their career plan or to
the opportunities they are exploring.
Driven by AI: Generative AI
Driven by AI - Solution: AI-Assisted Career
Insights

Perform Role Readiness Assessment Employee Perform Role Readiness Assessment : The
readiness of an individual for a certain role is
assessed, considering their skills, knowledge,
and suitability for the upcoming tasks.

Perform Role Readiness Assessment Line Manager Perform Role Readiness Assessment : The
readiness of an individual for a certain role is
assessed, considering their skills, knowledge,
and suitability for the upcoming tasks.

Identify Gaps Towards Considered Job Role Employee Identify Gaps Towards Considered Job Role :
This activity involves the employee assessing
 Activity name Responsible Description
and identifying any skill or knowledge gaps they
might have in relation to the job role they are
considering, as part of their career planning
process.

Start and End Events

Event Name Element type Responsible

Feedback and 1:1 Meeting Completed Start Event Employee

Performance Review Completed Start Event Employee

360 Degree Review Completed Start Event Employee

Target Role Added Intermediate Link Event Employee

Career Plan Reviewed End Event Employee

Process Roles

Name Description

Employee Works under a contract of employment to perform certain activities for which they usually receive
compensation.

Line Manager Manages a team of employees and/or line managers. Direct supervisor of the employee, having
people management and budget responsibilities. Can be on all levels of the organization.

Input/Output Documents

Name Description

Awards and Learning This portlet in Employee Profile allows employees to record their honors and awards received, as well
as the courses, workshops and seminars that they have completed in the past which is relevant.

Career Goals and Development This portlet in the Employee Profile store information about the employee's Career Goals and
Development Goals.

Career Path Series of the jobs or roles in a particular field. Users can create multiple new career paths and
associate them to a given role.

Competencies Competencies are the professional expertise required to perform a job role. Competencies describe
the contributing factors that enable employees to function in their role capacity, such as knowledge,
expertise, and other professional characteristics or attributes.

Education Portlet in Employee Profile where the employee's education records can be stored.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 22 / 45
 Name Description

Job Profile A single point where job attributes are stored (e.g. job description, skills, responsibilities, etc.) and it
can be used across the SAP SuccessFactors suite (Recruiting, Succession and Development,
Performance and Goals, Learning, Opportunity Marketplace and Compensation).

Job Role Job roles group together similar types of jobs (job codes) that share a common skill set. This includes a
job description and a set of competencies required for a specific job. Each Job family can have
multiple job roles (i.e.: HR Director, HR Manager, HR Consultant, etc). Each Role can have multiple Job
Codes.

Language Skills and Mobility A portlet in the Employee Profile which employees can store their Language skills and Geographic
Mobility information

Leadership and Functional Experience This portlet in the Employee Profile allows employees to record their areas of leadership or functional
experience which is relevant in their career.

Professional Memberships / Certifications This portlet in Employee Profile allows employees to record their professional certifications and
licenses, as well any professional memberships that they may have.

Role Readiness Assessment This form is used to identify competency gaps for the target role and help an employee plan
development steps to prepare for the role.

Skills Knowledge and experience required for job that can be developed through a mix of formal training,
education, and experience.

Target Role A potential future role an employee has identified as part of their career planning.

Work Experience Portlet in Employee Profile which shows the External and Internal work experience of the employee.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 23 / 45
MHR-100-20-20 Plan Development
Documentation: This process refers to the continuous review and update of an employee’s development plan based
on the open dialogue and coaching between employee and manager. Development areas may be identified after
performance review, talent succession discussions, 360 degree review and/or role readiness assessment.

Business Area: Talent Management

Business Capability: Career Development
Solution Capability: Career Development (SuccessFactors)

Purpose:

• Employees drive their own development by identifying, documenting and following up on development goals and
activities.
• One single development plan provides an overview of planned and completed development for either
employee’s current role, future role(s) and/or the employee’s general skillset.

Prerequisites:

• Development plan structure in place

• Integration with competencies and learning

Success Criteria:

• Employees own and regularly review their own development

Activities

Activity name Responsible Description

Review and Update Status of Development Employee Review and Update Status of Development
Goals Goals : The status of development goals is
reviewed and updated, potentially involving
changes to the progression, completion, or
redirection of these goals.
Capability: Development Plan

Review Latest Assessments Employee Review Latest Assessments : The latest

assessments are meticulously evaluated to
identify potential improvements and
incorporate them into future planning
strategies.
Capability: People Profile

Identify and Document Development Goals Employee Identify and Document Development Goals :
The activity involves the employee identifying
and documenting their personal development
goals, which could encompass skill
improvement, knowledge expansion, or career
growth aspirations.
Capability: Development Plan
Driven by AI: Generative AI
Driven by AI - Solution: AI-Assisted Goal
Creation

Plan Meeting with Line Manager Employee Plan Meeting with Line Manager : In this
activity, the employee strategically arranges a
 Activity name Responsible Description
meeting with their line manager to discuss and
establish plans for potential developmental
opportunities or address any issues within their
role.

Review Development Guidelines Line Manager Review Development Guidelines : The

development guidelines are meticulously
evaluated to ensure they align with the project
goals and meet the industry standards.
Capability: Work Zone Workspace

Review Employee's Development Plan Line Manager Review Employee's Development Plan : The
Line Manager critically assesses the employee's
development plan, considering all aspects of
the plan and its alignment with the company's
objectives and the employee's career goals.
Capability: Development Plan

Discuss Development Plan and Career Employee Discuss Development Plan and Career : The
development plan and career objectives are
discussed, which typically involves outlining
future goals, potential growth opportunities,
and strategies for career progression.

Discuss Development Plan and Career Line Manager Discuss Development Plan and Career : The
development plan and career objectives are
discussed, which typically involves outlining
future goals, potential growth opportunities,
and strategies for career progression.

Update Development Plan Employee Update Development Plan : The Development

Plan is revised and updated, including potential
changes to objectives, strategies or timelines to
better align with overall goals and performance
expectations.
Capability: Development Plan

Start and End Events

Event Name Element type Responsible

Talents and Succession Plans Confirmed Start Event Employee

Feedback and 1:1 Meeting Completed Start Event Employee

Performance Review Completed Start Event Employee

360 Degree Review Completed Start Event Employee

Career Plan Reviewed Start Event Employee

Mentoring Concluded Start Event Employee

Assign Learning (Self-Assignment) Intermediate Link Event Employee

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 26 / 45
 Event Name Element type Responsible

Learning Assignments Updated Intermediate Link Event Employee

Development Plan Updated and Agreed End Event Employee

Process Roles

Name Description

Employee Works under a contract of employment to perform certain activities for which they usually receive
compensation.

Line Manager Manages a team of employees and/or line managers. Direct supervisor of the employee, having
people management and budget responsibilities. Can be on all levels of the organization.

Input/Output Documents

Name Description

360 Degree Review Feedback Feedback provided as part of 360 degree review.

Competencies Competencies are the professional expertise required to perform a job role. Competencies describe
the contributing factors that enable employees to function in their role capacity, such as knowledge,
expertise, and other professional characteristics or attributes.

Development Plan It enables employees to record their personal or career Development Goals. The Development Plan
can be used for: Personal Growth: enabling the employees to undertake relevant development
activities and ensuring follow-through on development plans; Corrective Remedies: by closing
competency gaps with time-bound development plans; or Developing internal succession candidates:
by linking to development plans and career notes from the Succession Planning module.

Role Readiness Assessment This form is used to identify competency gaps for the target role and help an employee plan
development steps to prepare for the role.

Skills Knowledge and experience required for job that can be developed through a mix of formal training,
education, and experience.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 27 / 45
MHR-100-20-30 Manage Mentoring - Open Enrollment
Documentation: This process refers to the management of an open-enrolment type of mentoring programs where
mentees and mentors can sign up and select a mentor/mentee at any time.

Business Area: Talent Management

Business Capability: Career Development
Solution Capability: Career Development (SuccessFactors)

Purpose:

• Mentoring creates a relationship between two people established to support the learning and development of
one or both individuals.
• Mentoring increases employee engagement and improves employee commitment and job satisfaction.
• Mentors share with their mentees constructive feedback, emotional support, opportunities for career building,
personal experiences, and valuable skills.
• Employees should select a Mentoring program based on their chosen development goals. The participation in a
mentoring program should be recorded in the continuous feedback.

Prerequisites:

• Development Plan created with goal/need for a formal mentoring relationship.

Success Criteria:

• Mentees complete mentoring activities

• Mentees achieve growth through mentoring relationship
• Positive feedback on mentoring relationship from participants

Activities

Activity name Responsible Description

Launch Mentoring Program Mentoring Administrator Launch Mentoring Program : The Mentoring
Program is initiated, which involves
coordinating resources, defining objectives, and
setting timelines to ensure a successful and
effective mentorship experience.
Capability: Mentoring Programs

Communicate Launch of Open Enrollment Mentoring Administrator Communicate Launch of Open Enrollment
Program Program : The launch of the Open Enrollment
Program is communicated, ensuring all
potential participants are aware of the
upcoming opportunity to join the mentoring
program.

Decide to Sign Up as Mentor and/or Mentee Employee Decide to Sign Up as Mentor and/or Mentee :
The decision is made by the employee to
participate in the mentoring program,
potentially taking on the role of either mentor,
mentee, or both.

Sign Up as Mentee Employee Sign Up as Mentee : Signing up as a mentee

involves an individual expressing their interest
to participate in a mentorship program, which
can be part of an open enrollment, supervised
 Activity name Responsible Description
or unsupervised mentoring schemes, or as an
employee exploring opportunities.
Capability: Mentoring

Sign Up as Mentor Employee Sign Up as Mentor : The individual expresses

their interest to take on the role of a mentor,
registering themselves in the system for either
a supervised program, an unsupervised
program, or an open enrollment setup, paving
the way for potential mentoring opportunities.
Capability: Mentoring

Check if Approval is Required Employee Check if Approval is Required : This activity

involves an assessment to determine if further
approval is needed for the ongoing process,
which might include aspects like enrolling in
mentoring programs, consuming online
learning, claiming benefits, or updating benefit
enrollment.

Check by Whom Approval is Required Employee Check by Whom Approval is Required : This
activity involves identifying and confirming the
appropriate authority needed to approve the
enrollment into the mentoring program.

Approve Request Line Manager Approve Request : Approve Request is an

activity where the legitimacy and relevance of a
request is evaluated and either accepted or
declined, usually by a manager or administrator
in the context of managing mentoring or
creating new positions.

Approve Request Mentoring Administrator Approve Request : Approve Request is an

activity where the legitimacy and relevance of a
request is evaluated and either accepted or
declined, usually by a manager or administrator
in the context of managing mentoring or
creating new positions.

Select and Request Mentor Employee Select and Request Mentor : The appropriate
mentor is selected and formally requested, a
process that may involve assessing potential
mentors' profiles, skills, and compatibility
before making a selection.

Accept Mentoring Request Mentor Accept Mentoring Request : The mentor

evaluates and approves the mentoring request,
confirming their commitment to guide, advise,
and support the mentee in their professional
growth.

Start and End Events

Event Name Element type Responsible

Development Plan Updated and Agreed Start Event Employee

Open-Enrollment Mentoring Program to be Start Event Mentoring Administrator

Created

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 30 / 45
 Event Name Element type Responsible

Open Enrollment Program Launched End Event Mentoring Administrator

Open Enrollment Program Launch Notification Start Message Event Employee

Received

Employee Signed up as Mentor End Event Employee

Employee Signed up as Mentee Intermediate Link Event Employee

Mentoring Concluded End Event Mentee

Process Roles

Name Description

Employee Works under a contract of employment to perform certain activities for which they usually receive
compensation.

Line Manager Manages a team of employees and/or line managers. Direct supervisor of the employee, having
people management and budget responsibilities. Can be on all levels of the organization.

Mentee Receives advice, counseling and/or training from a mentor or more experienced colleague.

Mentor Provides advice, counseling and/or training to a less experienced colleague.

Mentoring Administrator Administers transactional activities related to mentoring. Sets up and maintains mentoring programs
and manages participation.

Mentoring Administrator Administers transactional activities related to mentoring. Sets up and maintains mentoring programs
and manages participation.

Input/Output Documents

Name Description

Mentoring Program A mentoring program is administered by one or more persons, within a given time frame. Mentors
and mentees can sign up until a certain date, then the program is launched and the matching
algorithm proposes matches.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 31 / 45
MHR-100-20-30-10 Create Mentoring Program
Documentation: This process is a sub-process of the different Manage Mentoring processes (supervised, non-
supervised and open-enrolment) and refers to creation of a mentoring program by the Talent team to be available to
mentees and mentors.

Business Area: Talent Management

Business Capability: Career Development
Solution Capability: Career Development (SuccessFactors)

Activities

Activity name Responsible Description

Create Mentoring Program Mentoring Administrator Create Mentoring Program : A mentoring

program is devised, encompassing the design of
mentor-mentee matches, setting objectives,
and outlining a timeline for progress tracking,
all steered by a Mentoring Administrator.
Capability: Mentoring Programs

Identify and Assign Target Participants Mentoring Administrator Identify and Assign Target Participants : The
Mentoring Administrator identifies potential
participants for the mentoring program and
assigns them their respective roles, ensuring a
well-structured and effective mentoring
process.
Capability: Mentoring Programs

Define Matching Questions Mentoring Administrator Define Matching Questions : The activity
involves the creation of suitable matching
questions by the Mentoring Administrator to
ensure that mentors and mentees are paired
effectively in the Mentoring Program.
Capability: Mentoring Programs

Start and End Events

Event Name Element type Responsible

New Mentoring Program to be Created Start Event Mentoring Administrator

Mentoring Program Created End Event Mentoring Administrator

Process Roles

Name Description

Mentoring Administrator Administers transactional activities related to mentoring. Sets up and maintains mentoring programs
and manages participation.
Input/Output Documents

Name Description

Competencies Competencies are the professional expertise required to perform a job role. Competencies describe
the contributing factors that enable employees to function in their role capacity, such as knowledge,
expertise, and other professional characteristics or attributes.

Mentoring Program A mentoring program is administered by one or more persons, within a given time frame. Mentors
and mentees can sign up until a certain date, then the program is launched and the matching
algorithm proposes matches.

Skills Knowledge and experience required for job that can be developed through a mix of formal training,
education, and experience.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 34 / 45
MHR-100-20-30-20 Execute Mentoring
Documentation: This process is a sub-process of the different Manage Mentoring processes (supervised, non-
supervised and open-enrolment) and refers to the execution of mentoring plan and activities that involve both a
mentee and a mentor

Business Area: Talent Management

Business Capability: Career Development
Solution Capability: Career Development (SuccessFactors)

Activities

Activity name Responsible Description

Agree with Mentor on Objectives, Approach Mentee Agree with Mentor on Objectives, Approach
and Timelines and Timelines : The mentee collaborates with
their mentor to establish clear objectives,
define their approach, and set timelines,
ensuring both parties have a mutual
understanding of the mentoring process.

Create Activity Plan for Mentee Mentor Create Activity Plan for Mentee : This activity
involves the development of a tailored action
plan for the mentee, which includes targeted
steps and goals to achieve during the mentoring
period.

Maintain Activity Plan Mentee Maintain Activity Plan : The activity plan is
regularly maintained to ensure it aligns with the
goals and objectives of the mentoring process,
which may involve updates or modifications
based on the mentee's progress and feedback.

Work on Activity Plan Mentee Work on Activity Plan : Work on Activity Plan
involves the mentee developing and fine-tuning
their personal growth activities within the
context of their mentoring program, ensuring
alignment with their overall goals.

Support Mentee Mentor Support Mentee : The Mentor provides

guidance and support to the mentee, helping
them navigate challenges and achieve their
professional or personal goals.

End Mentoring Relationship Mentee End Mentoring Relationship : The mentee

officially concludes the mentoring relationship,
marking the end of a learning phase or goal
attainment.

Start and End Events

Event Name Element type Responsible

Mentoring Match Notification Received Start Event Mentee

Mentoring Concluded End Event Mentee

Process Roles

Name Description

Mentee Receives advice, counseling and/or training from a mentor or more experienced colleague.

Mentor Provides advice, counseling and/or training to a less experienced colleague.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 37 / 45
MHR-100-20-40 Manage Mentoring - Supervised Program
Documentation: This process refers to the management of supervised type of mentoring programs where an
administrator invites and assigns mentors and mentees.

Business Area: Talent Management

Business Capability: Career Development
Solution Capability: Career Development (SuccessFactors)

Purpose:

• Mentoring creates a relationship between two people established to support the learning and development of
one or both individuals.
• Mentoring increases employee engagement and improves employee commitment and job satisfaction.
• Mentors share with their mentees constructive feedback, emotional support, opportunities for career building,
personal experiences, and valuable skills.
• Employees should select a Mentoring program based on their chosen development goals. The participation in a
mentoring program should be recorded in the continuous feedback.

Prerequisites:

• Development Plan created with goal/need for a formal mentoring relationship.

Success Criteria:

• Mentees complete mentoring activities

• Mentees achieve growth through mentoring relationship
• Positive feedback on mentoring relationship from participants

Activities

Activity name Responsible Description

Invite Mentors Mentoring Administrator Invite Mentors : Invitations are sent to potential
mentors, inviting them to participate in either a
supervised or unsupervised mentoring
program.
Capability: Mentoring Programs

Invite Mentees Mentoring Administrator Invite Mentees : Potential mentees are invited
to participate in the mentoring program,
whether it is supervised or unsupervised, by the
Mentoring Administrator.
Capability: Mentoring Programs

Check and Prioritize Mentor-Mentee Matches Mentoring Administrator Check and Prioritize Mentor-Mentee Matches :
The Mentor-Mentee matches are reviewed and
prioritized based on factors such as
compatibility and mentee needs, ensuring the
most beneficial pairings in the mentoring
program.
Capability: Mentoring Programs

Check Mentor Assignment with Mentee Mentoring Administrator

(optional)
 Activity name Responsible Description

Confirm Mentor-Mentee Matching Mentoring Administrator Confirm Mentor-Mentee Matching : The

Mentor-Mentee matching is confirmed,
ensuring that the pairing is suitable and
beneficial for both parties in the context of a
supervised mentoring program.
Capability: Mentoring Programs

Start Mentoring Program Mentoring Administrator Start Mentoring Program : The mentoring
program is initiated, setting the stage for
structured or unstructured guidance to
commence, depending on the specific
program's design.

Close Mentoring Program Mentoring Administrator Close Mentoring Program : The mentoring
program, whether supervised or unsupervised,
is officially ended, marking the completion of
the structured learning process.
Capability: Mentoring Programs

Sign Up as Mentor Mentor Sign Up as Mentor : The individual expresses

their interest to take on the role of a mentor,
registering themselves in the system for either
a supervised program, an unsupervised
program, or an open enrollment setup, paving
the way for potential mentoring opportunities.
Capability: Mentoring

Sign Up as Mentee Mentee Sign Up as Mentee : Signing up as a mentee

involves an individual expressing their interest
to participate in a mentorship program, which
can be part of an open enrollment, supervised
or unsupervised mentoring schemes, or as an
employee exploring opportunities.
Capability: Mentoring

Start and End Events

Event Name Element type Responsible

Supervised Mentoring Program to be Created Start Event Mentoring Administrator

Mentoring Program Completed End Event Mentoring Administrator

Mentor Sign-Up Request Receive Start Message Event Mentor

Employee Signed up as Mentor End Event Mentor

Mentee Sign-Up Request Received Start Message Event Mentee

Employee Signed up as Mentee End Event Mentee

Notification Received Start Message Event Mentee

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 40 / 45
 Event Name Element type Responsible

Mentoring Concluded End Event Mentee

Process Roles

Name Description

Mentee Receives advice, counseling and/or training from a mentor or more experienced colleague.

Mentor Provides advice, counseling and/or training to a less experienced colleague.

Mentoring Administrator Administers transactional activities related to mentoring. Sets up and maintains mentoring programs
and manages participation.

Input/Output Documents

Name Description

Mentoring Program A mentoring program is administered by one or more persons, within a given time frame. Mentors
and mentees can sign up until a certain date, then the program is launched and the matching
algorithm proposes matches.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 41 / 45
MHR-100-20-50 Manage Mentoring - Unsupervised Program
Documentation: This process refers to the management of an unsupervised type of mentoring program where an
administrator invites mentors and mentees and allows mentees to independently find a mentor.

Business Area: Talent Management

Business Capability: Career Development
Solution Capability: Career Development (SuccessFactors)

Purpose:

• Mentoring creates a relationship between two people established to support the learning and development of
one or both individuals.
• Mentoring increases employee engagement and improves employee commitment and job satisfaction.
• Mentors share with their mentees constructive feedback, emotional support, opportunities for career building,
personal experiences, and valuable skills.
• Employees should select a Mentoring program based on their chosen development goals. The participation in a
mentoring program should be recorded in the continuous feedback.

Prerequisites:

• Development Plan created with goal/need for a formal mentoring relationship.

Success Criteria:

• Mentees complete mentoring activities

• Mentees achieve growth through mentoring relationship
• Positive feedback on mentoring relationship from participants

Activities

Activity name Responsible Description

Invite Mentors Mentoring Administrator Invite Mentors : Invitations are sent to potential
mentors, inviting them to participate in either a
supervised or unsupervised mentoring
program.
Capability: Mentoring Programs

Invite Mentees Mentoring Administrator Invite Mentees : Potential mentees are invited
to participate in the mentoring program,
whether it is supervised or unsupervised, by the
Mentoring Administrator.
Capability: Mentoring Programs

Start Mentoring Program Mentoring Administrator Start Mentoring Program : The mentoring
program is initiated, setting the stage for
structured or unstructured guidance to
commence, depending on the specific
program's design.

Close Mentoring Program Mentoring Administrator Close Mentoring Program : The mentoring
program, whether supervised or unsupervised,
is officially ended, marking the completion of
the structured learning process.
Capability: Mentoring Programs
 Activity name Responsible Description

Sign Up as Mentor Mentor Sign Up as Mentor : The individual expresses

their interest to take on the role of a mentor,
registering themselves in the system for either
a supervised program, an unsupervised
program, or an open enrollment setup, paving
the way for potential mentoring opportunities.
Capability: Mentoring

Sign Up as Mentee Mentee Sign Up as Mentee : Signing up as a mentee

involves an individual expressing their interest
to participate in a mentorship program, which
can be part of an open enrollment, supervised
or unsupervised mentoring schemes, or as an
employee exploring opportunities.
Capability: Mentoring

Select and Request Mentor Mentee Select and Request Mentor : The appropriate
mentor is selected and formally requested, a
process that may involve assessing potential
mentors' profiles, skills, and compatibility
before making a selection.

Accept Mentoring Request Mentor Accept Mentoring Request : The mentor

evaluates and approves the mentoring request,
confirming their commitment to guide, advise,
and support the mentee in their professional
growth.

Start and End Events

Event Name Element type Responsible

Unsupervised Mentoring Program to be Start Event Mentoring Administrator

Created

Mentoring Program Completed End Event Mentoring Administrator

Employee Signed up as Mentor End Event Mentor

Notification Received Start Message Event Mentee

Employee Signed up as Mentee Intermediate Link Event Mentee

Mentoring Concluded End Event Mentee

Process Roles

Name Description

Mentee Receives advice, counseling and/or training from a mentor or more experienced colleague.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 44 / 45
 Name Description

Mentor Provides advice, counseling and/or training to a less experienced colleague.

Mentoring Administrator Administers transactional activities related to mentoring. Sets up and maintains mentoring programs
and manages participation.

Input/Output Documents

Name Description

Mentoring Program A mentoring program is administered by one or more persons, within a given time frame. Mentors
and mentees can sign up until a certain date, then the program is launched and the matching
algorithm proposes matches.

© 2025 SAP SE or an SAP affiliate company. All rights reserved. See Legal Notice on www.sap.com/legal-notice for use terms, disclaimers, disclosures, or restrictions related to this material. 45 / 45