Final Form

1
Leadership Development

Leadership development is vital because organisations take on the personality of their leaders, which impacts culture, engagement and performance. A recent study by Zenger Folkman showed that the top 10% of leaders add upwards of £3.6m to an organisation’s net income. As your organisation scales, the role of the leader also scales; this doesn’t mean you work harder, faster or more as a leader, but you need to change your approach, as Marshall Goldsmith said: “what got you here won’t get you there.” You will need to better balance your strategic and operational view and build trust and clarity of expectations to facilitate you to be less hands on.
2
Which of the following best describes your approach to leadership?
We have a clear and shared definition of what effective leadership looks like in our organisation
All of the leaders work in their own way, and it works
Some of our leaders are really excellent. However, most need further development
We are okay at managing, not at leadership
3
Which of the following best describes your approach to leadership assessment?
We have a clear approach in place to regularly assess all of our leaders' capability and initiate actions accordingly
Our leaders receive informal feedback from their key stakeholders/team
Leadership assessment and feedback is done as a formal part of the performance review
We don't spend much time at all on assessing and addressing leadership capability
4
Which of the following best describes your organisation's/team's approach to leadership development?
All leaders, including the CEO have a detailed development plan in place to maximise their performance/potential
Those leaders who express an interest have plans for development, but this is not uniform across the business
There is no formal development planning process in place
5
sum
6
less than 12
Sometimes leadership development is the last thing on your mind as you build your business. However, it is important to balance your managerial and operational engagement with the business with the new demands of looking to the future, building long-term strategy and enhancing the capabilities of the business and the people who are part of it. Investors will not just be looking at your product/services but also at the quality of the leadership and the people they lead, needing assurance that you can provide a healthy return upon their investment. Several studies (KWR, Harvard) have proven that leadership accounts for 30% of the variance in results between organisations and that the best leaders can provide 5 x higher ROA.
7
13-19 Amber
Pretty good! It seems like you have some of the basics in place and you are starting to think about the right things. Whilst not a huge priority for your team (at this present moment) you might consider: 

• Boosting how clearly you define what excellence in leadership looks like in your organisation and ensuring it’s aligned with your scale-up/growth plans. 
• How you assess your leaders (and future leaders) to identify where their individual strengths and risks are 
• Ensuring your leaders have clear development plans to support their performance and tap into their potential so as to remain relevant in a context of future growth plans, and perhaps preparing/testing them to assume increased responsibilities.

8
20 and above Green
Excellent! It seems an early view shows that you have much of what is required to continue to build on the leadership capability of your team. This will set a firm foundation for your future and you might consider sharing this as part of your employee proposition when you are looking to attract future leaders and talent. A recent study at GE showed that leadership-development and accelerator programs were one of the key elements of attracting millennial talent.

The challenge here, of course is to maintain and build on this success and above all keep this current and aligned with your growth plan. This will naturally become more and more difficult as well as increase in importance as the challenges of scaling takes up your time and attention. Watch out for unnecessary complexity creeping in. 

9
Leadership Development - Final result
10
Culture Development

Your culture is the core of what it is like to work for your organisation. Everything you and your team do can impact that positively or negatively. Your culture shouldn’t emerge accidently, it should be as deliberate as your go to market strategy. A strong organisational culture will attract and retain high-level talent and create energy and momentum that ultimately alters your people’s view of work. Finally, a strong and positive organisational culture will make your people more efficient and successful. Our role is to define, build and help you measure a culture that is right for your business, your industry and your success.
11
Which of the following best describes your approach to culture?
Clearly defined target culture with well-articulated and understood shared values and behaviours
We know what we want it to be, but we don't have the time to focus on it or articulate it at the moment
Our culture has evolved organically but with limited direction and not much conscious thought given to it
We don't have a discernible culture here
12
Which of the following best describes your approach to developing your culture?
Culture is regularly monitored, reviewed and discussed frequently at an (non) executive level
We have a clear plan in place to shift from where we are today to our desired culture
One of the team has an interest in culture and keeps an eye on it
We have no current plans in place for culture development
13
sum
14
less than 8 Red
This is a red flag, and you know it! It is well documented that culture is the lever that makes or breaks a company’s success. We understand that this is not an easy thing to get done however that is why there are experts out there (like ourselves ;-) to support you in defining your target culture with well-articulated and understood shared values and behaviours. It is money very well spent as evidenced by countless independent studies. No excuses anymore. Go and find a partner to support you in translating your cultural DNA into a powerful and inspiring strategic narrative that keeps up with your scale-up journey and brings it to life. After that, create awareness and upskill your leaders, so that people experience the culture in any decision these leaders will make. Allow your culture to build a reputation with your clients which makes them want to hang out with you. Thank us later, as this is probably the best investment decision you will make.
15
9-13 Amber
You are aware of the importance of taking culture seriously as currency to drive ongoing and sustained business success. You realise that culture, supported by the top, as a backbone that supports your scale up ambitions, will bring both financial (think increased productivity and client retention) and non-financial benefits (increased morale and staff engagement) gain. Our recommendation is to make time to define your target culture with well-articulated and understood shared values and behaviours. Next is to translate this into a powerful and inspiring strategic narrative that keeps up with your scale up journey and brings it to life. After that, we recommend creating awareness and upskilling your leaders, so that people experience the culture in any decision they make. Allow your culture to build a reputation with your clients which makes them want to hang out with you.





16
14 and above Green
Congratulations! You clearly take culture very seriously in driving business success. Culture is rightly perceived as a backbone that supports your scale-up ambitions. Shared values and behaviours are setting the tone for how things are done, helping you to build an inherent cultural reputation, experienced by all stakeholders within the ecosystem of your organisation. 

Your future challenge lays in preserving your culture in such a way that it retains its authenticity, relevance and freshness. We recommend developing a powerful and inspiring strategic narrative that keeps up with your scale-up journey and brings it to life. Use this narrative to align your leaders/people, helping them co-own the story as effective champions and role models. You might want to equip your leaders with storytelling tools and the capability to connect with their people. Finally, it enables you to engage with clients in a meaningful, confident and passionate manner and let them experience your USP in any interaction they have with your organisation. 
 

17
Culture Development - Final result
18
On-Boarding

About 40% of executives who change jobs or get promoted fail in the first 18 months. 40% of executives who leave their jobs voluntarily do so within six months of starting, another 16% of employees who leave on their own choosing do so within 12 months, meaning more than half of voluntary turnover happens within a year of new hires' start dates. Poor induction and lack of support are heavily cited as reasons for this change of heart. Our role is to help your team focus on aligning all stakeholders associated with the new hire, and ensure accountability is accepted by all people involved over and above the individual coaching support for the new hire.
19
What are the objectives you are aiming to meet with your current on-boarding process
Compliance with regulatory requirements
Acquaintance with key stakeholders
Clarity on role and accountabilities
Alignment on performance expectations
Cultural assimilation
Other
20
How customised is your on-boarding process
Tailored to the role
Tailored to the team / section
None - It is a standard process – same format/approach organisational wide
We have no formal on-boarding process
21
sum
22
less than 9
You are probably wasting money. You will be investing a great deal in selecting the right person to be part of your valued team, but by not creating specific plans for their early success you are, at best slowing down their journey to maximum performance and at worst: increasing their chances of leaving early.

Think about creating a clear process for ensuring they understand what is expected of them, who they need to work with to ensure success and what support and help they have to realise their potential as early as possible.

23
10-19 Amber
Whilst you understand the importance of providing support to your new hires, perhaps there are areas that could be sharpened to maximise their impact faster. 

You might consider discussing the on-boarding process in advance with each new recruit and building a personalised plan to make their entry as simple as possible. With the right levels of support, you can ensure that they are up and running as soon as is practicable. 

24
20 and above Green
This is great; you clearly understand how to ensure the rapid success of your new hires by building processes that are individual and customised to them and their role. You understand the importance of not just using the on-boarding process to ensure compliance but also to do some of the more intangible, but more impactful things such as cultural alignment and performance expectations.

A future challenge for you is to consider how you engage all of your team in the success of the new recruit, and how you build goals for the entire team to ensure a new starter’s performance is accelerated. 

25
on boarding - Final result
26
Organisational Design

As organisations grow and new functionality is developed new structures emerge, often unplanned, based on founding ideas. The synergies and efficiencies of planned design are lost as silos and fiefdoms are formed, building barriers and bureaucracy to effective growth and performance. Our role is to help you think intelligently about how your organisation can create the roles, structures and synergies to support growth over the short, medium and long-term roll out of your vision.
27
Which of the following best describes your current maturity level in terms of organisation design and effectiveness?
We have a formalised structure in place which is effective to support the current size of our organisation
We realise that we should take time to discuss the current structure as we have changed a lot since we last reviewed the best way for us to be organised
We change the structure according to the people we add to the team
We don’t believe (as yet) in the benefit of having a formalised structure
28
Who is in charge of ensuring that you have the most optimal (degree of) structure for your organisation?
The executive team
The board
All things people is the sole responsibility of whoever does “HR” within our organisation
We rely on the individual to organise themselves in the most effective way
People with managerial responsibilities
29
sum
30
8Red
If we tell you that you leave money on the table by not taking this seriously, will this prompt you to take action? Take expert advice on which operating model and structure would best fit the maturity and make-up of your current organisation, taking into account your (exponential) growth plans. Structuring things doesn’t mean crippling them. It is merely ensuring that you provide the foundation required for your strategy and culture to thrive.
31
9-15 Amber
You may be underestimating how much the structure of your organisation is inhibiting your strategy and culture to leverage its full potential. In other words: you are leaving money on the table! Time to schedule this on the agenda for the next executive meeting, make first proposals and perhaps validate with expert input.
32
16 and above Green
Top-notch! You are collectively on the ball and clearly appreciate the importance of consciously laying out the structure and keeping it relevant. This forms a cornerstone that allows the culture and strategy linked to your scale-up ambition to have the best chance of coming to fruition through your meticulous implementation. 

Your future challenge is this: finding the right balance between keeping the spine of the organisation whilst reading the ever-changing context, and knowing when it is time to be agile and adapt the current structure or adopt a new organisational model (functional, product, regional, matrixed to networked). 

33
organisational design - Final result
34
Talent Process

Many organisations that are scaling-up focus their people activities on recruitment, fighting to get as many new, high quality people through the door as possible, little realising the potential of engaged, talented staff they already have. It makes economic sense too, you could save the cost of hiring someone new and invest a lot in building skills, talent and loyalty to you and your brand through the people who already love what you do. Our role is to help you identify those in your organisation who are demonstrating high levels of performance and potential and build their capability to succeed.
35
Which of the following describes your current maturity level in terms of Talent processes? (Please tick all options which apply)
We have a formal approach in place to spot talent that we would like to keep
We do invest in our people by having regular conversations to ensure they realise they are valued
People get a certain allocation of time/money to invest in their development
Often we take a more opportunistic approach to talent (linked to a business opportunity or if they inform us they will be leaving)
Our talent approach is currently predominantly focussed on external hiring
We have no risk mitigation plan in place for critical skills/roles/people
36
sum
37
less than 6 Red

People don’t seem to be on your radar at the moment. We would be lying if we said that we believe you are setting yourself up for success. The people department of an organisation needs as much strategic thinking, time and investment as you likely spend on your product/service development and sales/marketing. 
You are exposed as a business and it might be time to engage in some risk mitigating strategies to avoid your growth plans being held up… by people. 

38
7- 9 Amber
Your answers suggest that you are well intentioned, however that this might well be an area within your approach to people that could benefit from strengthening. Are you currently predominantly focussing on one area (i.e. talent acquisition) and might you need to invest a little more time in another area (i.e. leadership development or succession)? You might run the risk of investing a lot of energy, time and money in one aspect, addressing talent management in a too siloed manner, thereby not exploiting the full benefit of a more holistic approach and losing the benefits from your initial hard work and endeavours.
39
10 and above Green
Congratulations! You have a clearly laid out talent backbone, from talent identification, through to talent development, engagement and risk mitigating any people changes. You can spot people opportunities and allow yourself to act on these. You truly demonstrate a belief in the importance of investing in people, and do all things people well. You deserve to be called a “people business”. 

Your future challenge will be to maintain this laudable attitude whilst the business is growing in size and complexity. Be conscious of not falling into the trap of adapting approaches or methods that maybe work for more conventional businesses but are not necessarily right for you at this stage of your development. 



40
talent process - Final result
41
Talent Acquisition

Given the accelerated expansion of specific industries, the fact that talent acquisition is currently among the top three start-up challenges should come as no surprise. According to a global study conducted by Silicon Valley Bank, the companies stated that acquiring and keeping the right talent was currently one of their biggest problems, along with scaling operations and access to equity capital.
42
Which of the following candidate assessment methods do you use currently?
Work history/CVs
Unstructured biographical interviews
Structured interviews
Psychometric/behavioural profiles
Mental aptitude/verbal numerical reasoning/IQ testing
Work sample tests/trials
Assessment centres
43
44
hi
Your own network/employee referrals
Advertising
Internal recruitment team
External contingent recruitment agencies
Retained executive search services
Talent fairs
Other
45
What recruitment channels do you use to find talented people to join your business?
Your own network/employee referrals
Advertising
Internal recruitment team
External contingent recruitment agencies
Retained executive search services
Talent fairs
46
How effective do you feel your current recruitment strategy is?
We have a resource plan with a future talent roadmap, are aware of our cost per hire and attrition rate and have no problems finding the talent we need
We have some loose processes that have allowed us to hire some good people, but we sometimes struggle in key areas
It’s very haphazard and unstructured, and more down to who we know already and blind luck
We don’t recruit people
47
sum
48
10 Red
Your Talent Acquisition process is causing you big problems! You’re struggling to identify and attract the required talent to take your business forward. The cost in lost revenue, missed opportunities, high employee turnover and slow service and product development is mounting. Your assessment processes are centred around gut feel, and make poor predictions regarding competence and cultural fit, and you’re likely missing out on the best talent even if you do manage to get them in for an interview. Seeking advice on improving your approach should be a priority, whether you decide to manage the recruitment process yourself, or work with an external partner. The cost savings and business gains could be huge, and the reduction in stress may help you sleep easier.
49
11-19 Amber
You’re getting by! You’re managing to get some good talent on board, but you’re likely taking longer and spending more on recruitment overall than is necessary. It’s possible you’ve made one or two bad hires that have been unsuccessful and had to repeat the recruitment process at great expense, or you have requirements that have taken too long to fill, leading to a large opportunity cost for the business and missed revenue targets, poor customer service or protracted product development. Fine tuning your messaging, attraction and assessment processes could pay dividends for your business, by reducing total recruitment spend, increasing productivity and improving the experience of those interacting with your business and their subsequent messaging to the market.
50
20 and above Green
This is great! You’re using robust processes for the attraction and identification of talent, the management of their experience throughout the process, and making use of evidence based assessment methodologies that will enable you to make good predictions on their future performance in your business. You’ve achieved this by doing what the science says: combining behavioural and situational structured interviews with assessments of cognitive ability, conscientiousness and leadership, and providing accurate, detailed position briefings along with a compelling narrative on your business and its future direction. All parties fully understand what success in the position looks like, and why this is an opportunity they should go the extra mile for.
51
talent acquisition - Final result
52
Performance Management

Many start-ups, if they have any form of performance management are guilty of treating it as a yearly event. However, research[1] shows that organisations with a proactive and on-going focus on performance management have better business results. Companies where employees revise or review their goals quarterly or more frequently are: 45% more likely to have above-average financial performance and 64% more likely to be effective at holding costs at or below the level of competitors. Our role is to help you develop simple, engaging ways to excite, drive and challenge your people to perform and grow to their maximum potential
53
Which of the following best describes your current approach to managing staff performance?
We have a formal process for setting expectations and reviewing progress which matches the values and style of our business
We have a formal process for setting expectations and reviewing progress which we borrowed from another organisation
Managers are expected to manage their people as they see fit and manage performance accordingly
There is no formal process for managing and monitoring performance here
54
How do you recognise good performance?
There is a clear process for assessing performance linked to recognition and reward
Managers have the discretion to reward people as and when they feel it appropriate
There are no formal processes for recognising good performance
55
How is weak performance dealt with?
We have a clear process for managing those who are not performing to standard and all managers are comfortable in implementing it appropriately
We have a process which we use sometimes but some managers are more comfortable than others at tackling under performance
We just fire poor performers
We do not have a process for tacking under-performance and it's starting to be a bit of a problem
56
sum
57
less than 10Red
Oops! It looks like you might need to focus some of your time and thinking on developing a simple but meaningful way of really helping your people understand what is expected of them, how that fits into the overall business and how they are progressing. Gallup have taught us that employees whose managers involve them in goal setting are four times more likely to be engaged and that the frequency of feedback alone can boost engagement three-fold. Yet this basic expectation only occurs for 30% of employees.
58
11-19 Amber
You are doing okay. The people in your organisation understand what is expected of them, and they probably have conversations with their managers on their progress, but you could be missing a trick or two. Are you sure your process fits the culture of the organisation you are aspiring to be, or is it a little bureaucratic? Do your managers understand how to challenge poor performance, and more importantly recognise exceptional performance effectively?

Bringing these ideas on-board to support your current processes will not only impact on overall performance of your business but staff engagement, retention, stress levels and overall happiness. 

59
20 and above Green
This is amazing, and so rare in a scale-up! You have a clear process for helping the people in your organisation understand what is expected of them and how they are expected to work. You are able to link individual and team performance to your recognition and reward processes, and your managers are probably comfortable in challenging poor performance.

Your future challenge is to build a simple two-way between managers and their people to ensure performance, strengths and risks are regularly discussed and that learning and growth become part of the way you do things.

60
Performance management - Final result
61
Team Building

“It is not the strength of your product that will gain investment, it is the strength of your team”. Investors are looking for an aligned, high-functioning team to lead their returns. Like structure and culture, many senior teams have grown organically and what used to work when there were few doesn't work with many who are stretched to do multiple things, with many more people in new and different environments.
62
How much do you trust the people in your immediate team?
I completely trust the entire team to make the right, key decisions for the good of the whole business
I completely trust the entire team to make the right key decisions for their part of the business
I trust most of my team but have concerns about one or two
I don’t trust my team to make key strategic decisions without me
63
Which of the following best describes your team’s approach to challenge and conflict?
Every member of my immediate team is able to challenge a decision or strategy in a positive and supportive fashion
Challenge is accepted as a positive thing amongst a few of the team, but not by all
Any form of challenge seems to lead to negative or destructive conflict
64
Which of the following best describes your teams approach to decision making?
We have a clearly defined method of creating consensus and making strategic decisions across the team
All key, strategic decisions are made by the CEO
Key strategic decisions are made, individually by the leaders of that operation
65
sum
66
10Red
It seems like you and your team need some help in building trust and alignment. Whilst your team may be able to function at the moment, as the business grows, and roles and responsibilities inevitably shift, the cracks in a dysfunctional team will start to become more obvious to the broader organisation, impacting performance and culture and any investors you may have will start to ask some challenging questions.

Building a high-functioning, high-trusting team now will drive your entire organisation’s performance and success.

67
11-19 Amber
Some of the key elements of your top team’s effectiveness are coming together and you are starting to function as a team, but there is some work to do. Trust is fundamental to high-functioning teams and this is key to develop and build across the entire team. As a leadership team shifts and transforms, loyalties are tested and you need to invest in building true alignment and trust in one another to support your business’s successful journey though to its inflection point.
68
20 and above Green
This is great! Trust is absolutely the foundation of team effectiveness, and it seems that you have this about covered. Decision-making, and conflict are other key areas that seem to be falling into place for you and your team.

Your challenge for the future to create and maintain a high-functioning team is to ensure that the purpose of the team and the rules of engagement are aligned and clearly understood and demonstrated both inside and outside of your “boardroom”.

69
team building - Final result
70
Staff Engagement

Highly engaged employees are 480% more committed to helping their company succeed and 250% more likely to recommend improvements. Gallup shows us that, on average only 30% of employees are actively engaged and of the 70% that are disengaged 18% are actively disengaged and are sabotaging your success. Our role is to help you reach out, build trust, demonstrate your leadership competence and integrity and show you care about the people who you need to take you where you need to go.
71
Which of the following best describes your current approach to engaging with your people?
We have regular formal and measurable methods of understanding what our people want and how they feel about our organisation
We did a survey a while ago but we didn’t have time to do much with it
Staff engagement is the sole responsibility of line management in this organisation
We don’t have time to focus on staff engagement at the moment
We don’t believe in the benefit of a formalised approach to staff engagement
72
Which of the following best describes your current approach to developing staff engagement
We have a clear and published plan to develop staff engagement based on sound data
We have a staff engagement group who help us think about ideas for improving engagement
We have a staff party once a year
Different managers do different things
We have no plans or activities in place
73
sum
74
less than 8 Red
There is a risk that you are leaving a massive amount of discretionary effort, passion and ultimately cash on the table. By not engaging your people effectively, you are not capturing your people’s heads and hearts, and potentially 7 out of 10 of your people are disengaged or actively disengaged meaning they could well be sabotaging your success.
 
We can help you by building simple and effective ways of reaching out to your people and understanding what they want, how they feel about your organisation, and enable you to make plans to close the gap and create engagement which will in turn lower absenteeism and turnover and raise productivity and customer engagement.

75
9-17 Amber
It looks like you've got some of this in place and your team are starting to engage, but you are still losing a great deal in terms of effort and productivity. 

Building formal and measurable methods of understanding what your people want and how they feel about your organisation is key, as well as having clear and published plans to develop staff engagement.

76
18 and above Green
Well done, high employee engagement is critical to a company’s performance and, according to Gallup it positively (or negatively) impacts on a huge range of key performance outcomes. You are probably enjoying lower absenteeism, lower turnover, higher productivity and higher customer engagement than many of your competitors because of your efforts to understand and engage your people. 

Your future challenge is to engage your people in owning engagement and challenging them to work with you to grow your workplace to be the envy of all in your sector and be recognised as THE employer of choice. 

77
staff engagement - Final result
78
People Strategy

Your people strategy is your plan for future performance and will plot your approach to attraction, recruitment, on-boarding, development, performance management and exiting your future stars in line with your company’s ethos, values and market. Our role is to help build this foundation for the future of your most valuable assets.
79
Which of the following best describes your current approach to people strategy?
We have a people approach in place which supports and is aligned with the business plan
All things people is the sole responsibility of whoever does “HR” within our organisation
We haven’t had the time nor the specialist capability to really advise us on people strategy and the value of doing so
We don’t believe in the benefit of a formalised approach
80
Who is in charge of ensuring that you maximise the value of the people capital in your organisation?
The executive team
The board
All things people is the sole responsibility of whoever does “HR” within our organisation
We rely on the individual accountability of all people making up our organisation
People with managerial responsibilities
81
sum
82
less than 8 Red
This is clearly an opportunity to shore-up your business! It is crucial to have a people plan in place which forms your North Star on all things people to drive business success. It is essential for the top leadership to be aligned on the approach and investments related to people. It appears this takes a backseat to the overall business strategy in your organisation, though we would argue that people and business strategy is intertwined and reciprocal. Treating it as a top priority is therefore of the utmost importance. 

We recommend that draw up your people plan to keep up or inform your business strategy. We suggest you create an awareness amongst the leadership of the value of having a people plan. After that we would encourage you to explore the beliefs which hold the top leadership back from a more formalised approach. Following this, you can work towards agreeing regular times when the executive board can validate if the plan is sufficiently brave, ambitious and courageous and if the overall business risk profile is aligned with the bets you take on all things people. Are there opportunities missed or around the corner when revisiting the strategy through the lens of people? Where you are exposed? Where you are too cautious? These questions and more should become a regular conversation on the non- (executive) leadership agenda. 

83
9-15 Amber
You might underestimate how important it is to have a people plan in place which forms your North Star on all things people to drive business success. It is essential for the top leadership to be aligned on the approach and investments related to people. It appears this takes a backseat to the overall business strategy in your organisation, though we would argue that people and business strategy is intertwined and reciprocal. Treating it as a top priority is therefore of the utmost importance. 

We recommend that you to draw up your people plan to keep up or inform your business strategy. We suggest that you set specific times with the executive board to validate if the plan is sufficiently brave, ambitious and courageous. Is your overall business risk profile aligned with the bets you take on all things people? Are there opportunities missed or around the corner when revisiting the strategy through the lens of people? Where are you exposed? Where are you too cautious? These questions and more should become a regular conversation on the non- (executive) leadership agenda. 

84
16 and above Green
Wonderful! You have a people plan in place which forms your North Star on all things people to drive business success. It makes it so much easier now for the top leadership to be aligned on the approach and investments related to people. All too often this takes a backseat to the overall business strategy, but you have understood how a people and business strategy is intertwined and reciprocal. Treating it as a top priority is therefore of utmost importance. 

Your future challenge lays in maintaining your people plan in such a way that it retains its relevance and keeps up or informs your business strategy. We recommend you set specific times with the executive board to validate if the plan is sufficiently brave, ambitious and courageous. Is your overall business risk profile aligned with the bets you take on all things people? Are there opportunities missed or around the corner when revisiting the strategy through the lens of people? Where are you exposed? Where are you too cautious? These questions and more should become a regular conversation on the non - (executive) leadership agenda. 

85
people strategy - Final result
86
What market sector is your business in?
87
What's your current headcount?
< 30
31 - 60
61 - 150
151 - 400
> 401
88
How long has the business been operating?
Fewer than five years
Between five and ten years
Longer than ten years
89
Who's the best person to receive the report?
First Name
Last Name
90
What's their position at company?
91
What's their work email address for report delivery
example@example.com
Should be Empty: