A clearer conversation.
A visible next step.
Built from solutions-engineering practice in global technology companies. Talentonics brings structure to coaching conversations, while keeping professional judgement with people.
Use the right lens for the conversation.
Skill–Will explores current capability and observable engagement. A separate 9-box review considers performance against agreed outcomes and evidence of readiness for a named broader scope.
Neither is a ranking of your team. Will is not potential, and a placement is not a prediction of someone's future.
The development loop
- Agree expectations and a real work context.
- Collect independent observations.
- Explore differences and missing evidence.
- Record a considered human decision.
- Agree support, a next step and a checkpoint.
Show the arithmetic. Keep the perspectives.
A self-assessment and a manager assessment each use the same seven dimensions. Every scored dimension needs a work example, an engagement and an observation date. “Not observed” stays missing; it never becomes zero.
Skill = mean of four dimensions
- Technical discovery
- Solution design
- Proof of value
- Commercial alignment
Example: (4 + 4 + 4 + 3) ÷ 4 = 3.75
Will = mean of three dimensions
- Ownership & follow-through
- Applying feedback
- Collaboration
Example: (3 + 4 + 4) ÷ 3 = 3.67 displayed to two decimals
Each dimension has equal, fixed weight within its axis. These are summaries of ordinal judgements, not precise psychological measurements. The map uses a fixed 1–5 scale for every person. The line at 3 is a conversation guide, not a pass mark or a team percentile. Nearby profiles can be selected from a list without moving their scores.
Read the five observable anchors
- Needs substantial guidance
- Developing with regular support
- Independent in routine situations
- Consistent in complex situations
- Adapts practice and helps others
Sales partners add a different kind of evidence.
Sales partners answer four dimensions they are positioned to observe. Their shorter questionnaire does not produce a comparable Skill–Will composite. The product compares shared dimensions directly and highlights differences for discussion, without averaging all perspectives into one score.
Calibration preserves the source.
Reviewers see their own submissions during collection. Managers can see other perspectives once collection closes. A manager records a separate calibration with a reason; it does not rewrite the original feedback. Released feedback and plans become visible to the assessed person.
Define broader scope before discussing readiness.
Performance is reviewed against agreed outcomes for a completed evidence period. Readiness concerns observed work at a specifically named broader scope within a 6, 12 or 18-month horizon. It is not a judgement of someone's intrinsic potential.
Managers record criteria, evidence, gaps, opportunity, support, aspirations, a practical next step and a review date. Either axis can remain unplaced when evidence is insufficient. New reviews preserve earlier records, and conflicting edits require a refresh.
Reviews are visible to workspace managers and administrators. They are not automatically shared with assessed people. Discuss expectations, aspirations and actions directly. Managers currently have workspace-wide access; use separate workspaces where separate access boundaries are needed.
Explore the fictional 9-box reviewStructure helps. Context still matters.
These frameworks are not validated psychometric instruments, causal measures of performance or promotion predictors. Ratings can reflect incomplete observation, unequal opportunity and bias. Use examples from comparable work, invite challenge, consider what support was available and revisit decisions.
Talentonics does not use AI to score, rank or place people. Do not use a box or composite alone for hiring, pay, promotion or other employment decisions. A useful result is a clearer conversation and an agreed development action.
Our approach is informed by CIPD's discussion of performance-management methods, including the limits of unclear measures and talent labels. This is guidance, not a claim of CIPD validation or endorsement.
Start with one useful conversation.
Three assessed people are free. Bring the evidence, agree the support and track what changes.
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