Talent Management

The Head of HR v1.0

Runs the annual review cycle for four hundred people and has to defend every rating in it. Wants criteria fixed before the cycle starts, calibration across departments, reminders that chase managers so HR does not have to, and a review history the employee can see and sign.

The Managing Director v1.0

Runs a sixty-person company without a talent team and wants goals everyone can see, regular one-to-ones that actually happen, and a yearly conversation that is prepared rather than improvised. Has no patience for a suite that needs a consultant before the first review goes out.

The People Analyst v1.0

Owns the skills model, the succession bench and the training budget. Wants skills profiles with gaps against role requirements, learning tied to those gaps rather than to a course catalogue, talent reviews per key role, and data that can be exported and analysed outside the tool.

The Works Council Member v1.0

Has to sign the works agreement before any of this goes live. Asks who can read a manager's private note, how small a team may be before survey results stop being anonymous, how long ratings are kept, and whether any AI feature summarises or scores colleagues without a human deciding.

The HR IT Integrator v1.0

Connects the tool to the HR system and the identity provider and will be asked for the data when the contract ends. Wants org chart and manager relations synced from the HRIS, SSO and SCIM, a documented API, and a full export of reviews and goals rather than one PDF per person.

The Skeptic v1.0

Has heard "high-performance culture", "bias-free reviews" and "AI-powered growth" from every vendor. Reads for the anonymity threshold behind the anonymous survey, what the AI review summary was built from, whether the "skills engine" is more than a tag list, and whether five years of reviews leave with the customer.