List of Suggested Actions for Company Action Plans

Commitment to the company

• Recognize great work, accomplishments, and milestones. Encourage managers to celebrate employee wins in public channels and in all-hands meetings.
• Ask leaders and managers to send regular emails (bi-weekly suggested), summarizing their teams' progress, projects, and outcomes. This creates a sense of transparency and allows for wins and contributors to be celebrated globally.
• Invest in initiatives that help improve company culture, including team-building exercises, offsite meetings, and shared celebrations.
• Employees want to know where things stand. All-hands meetings give them that clarity. Present on the state of the business and company goals, and give the audience a chance to ask questions.
• To care about the company, employees need to see that the company cares about them. Consider implementing benefits that vest over time. Offering employees equity and 401(k) matching, for example, or establishing a learning stipend, helps promote loyalty over the long term.
• Company mission statements and values can help employees find meaning in their work. Ensure that your company's mission and values are representative, widely known, and lived by leadership.
• Employees can sometimes view leadership as out of touch. Implement reverse-mentorships, where employees advise leaders on how their actions are perceived by others.
• Make leadership available for questions. Instituting office hours and lunches give employees the opportunity for face-time and to ask questions.
• Invest in greater transparency. All-hands meetings are a great venue for leaders to communicate the thinking behind company initiatives and business decisions.

Engagement

• Help give a sense of purpose by creating a program that enables frontline employees to share customer success stories and that ties them back to how each team positively impacts your customers.
• Create a celebratory spirit by creating public spaces to share praise for employee wins, like public praise via a Praise channel or Praise Wall.
• Create an SME (subject matter expert) Program to ensure that employees have leadership opportunities that let them shine outside of their day-to-day jobs.
• Use company-wide recurring talking points in one-on-ones to encourage managers to dig into whether their team members are feeling under-supported in some way, or disconnected from the company mission, and address those issues individually.
• Promote work-life balance by communicating (and having leadership exemplify) a culture where people don't work (send emails, messages, etc.) after hours and on weekends.
• Set a "no meeting" day or days to allow employees time for deep focus and better opportunity for time management.
• Whether you have generous or unlimited PTO, many employees are reluctant to take time off. Encourage taking PTO through suggested time-off windows and through leadership taking PTO.
• Encourage mental health breaks during the day to do activities like a workout or to meditate in order to help prevent burnout.
• Promote a strong commitment to health and wellness as a part of company culture by providing health and wellness options as part of your benefits package.

Feeling valued

• Implement a program where managers give their reports the opportunity to pursue one independent project per quarter. These assignments give employees the chance to leverage their unique skills and learn new ones.
• Establish an expectation that all employees have growth plans consisting of the skills and talents they want to develop. Ensure managers are actively tracking and that employees are updating progress.
• Implement competency frameworks and have managers discuss role expectations with individual employees, both when they start a new role, and periodically as work changes.
• Not every role has a highly visible output. Ask employees to provide managers with a weekly update on what they've accomplished and what they're working on. They can share these updates with teammates, too.
• Create a norm whereby employees use Lattice's Feedback tool weekly to help their coworkers develop. Managers should lead by example.
• Rewards, incentives, and gifts are a great way to recognize and motivate employees. Consider offering them ad hoc or on a recurring basis.
• Not all employees feel comfortable speaking up in meetings. Have managers encourage their teams to share what's on their mind in writing, verbally, or otherwise.
• After creating your action plans, communicate them to the organization and connect them back to survey results, so that employees know they are being heard.
• Consider a no-interruption rule to ensure every employee has an opportunity to share their thoughts.
• Ask leaders and managers to send regular emails (bi-weekly suggested), summarizing their teams' progress, projects, and outcomes. This creates a sense of transparency and allows for wins and contributors to be celebrated globally.
• Praise from peers helps empower belonging. Managers should challenge their reports to recognize at least one peer a week, be it in writing or in person.
• Create a celebratory spirit by creating public spaces to share praise for employee wins, like public praise via a Praise channel or Praise Wall.

Fit and belonging

• Openly discuss and embrace diversity in working styles, including introducing work style and strengths assessments such as MBTI, StrengthsFinder, or similar. Encourage teams to review each member's preferences and identities, and create opportunities to take advantage of those differences.
• A low score on this question often means you need to pay closer attention to diversity & inclusion initiatives. Help underrepresented employees (ie: culturally diverse, women, LGBTQ+, parents, etc.) feel supported by creating Employee Resource Groups (ERGs). Encourage employees to lead the ERGs, and leaders to sponsor them.
• Celebrate non-standard holidays and events (such as Black History Month, Equal Pay Day, Pride Month, etc.) by bringing in speakers, setting aside time in all-hands meetings, or hosting a social event with your ERGs.
• Ensure that company values are included in the recruiting and onboarding process such that new employees are well steeped in the company culture.
• If they're not already well-formulated, create or update company values with input from a cross-section of leaders and employees. Ensure that the company embodies these values by tying feedback to them, including them in company communications, and linking activities and rewards to them.
• Create an employee-led Diversity, Equity & Inclusion task force that is representative of the employee base. Task them with collecting feedback about employees' own values, and then sharing ideas, learnings, and concerns with the executive team.
• Help give a sense of purpose by creating a program that enables frontline employees to share customer success stories and that ties them back to how each team positively impacts your customers.
• Recognize great work, accomplishments, and milestones. Encourage managers to celebrate employee wins in public channels and in all-hands meetings.
• Run a manager training on understanding different working styles, and create a work style framework that managers can use with current and new employees.
• Create an employee-led Diversity, Equity & Inclusion task force that is representative of the employee base and task them with sharing ideas, learnings, concerns, and ideas with the executive team.
• Have each team member create an "operating manual" on how to working with them — what their preferences are on communication, cadence, timing, tools, etc. Have each team member present their manual to the rest of the team and keep all manuals updated and accessible.
• Lead internal meetings by asking team members to share a personal check-in. Small teams can go around the room, while large teams can divide into groups of 3-4 to give everyone a chance to share.

Job satisfaction

• Recognize great work, accomplishments, and milestones. Encourage managers to celebrate employee wins in public channels and in all-hands meetings.
• Establish an expectation that all employees have growth plans consisting of the skills and talents they want to develop. Ensure managers are actively tracking and that employees are updating progress.
• Weekly one-on-one meetings give managers a way to diagnose and address engagement issues. They should regularly check on how employees are doing.
• If a deep dive into comments reveals a problem with communication, openly discuss and embrace diversity in working styles, including introducing work style and strengths assessments such as MBTI, StrengthsFinder, or similar. Encourage teams to review each member's preferences and identities, and create opportunities to take advantage of those differences.
• If a deep dive into comments reveals a lack of collaboration, consider running a company & team goals alignment exercise that helps employees recognize their shared direction and plan how to achieve their goals together.
• If a deep dive into comments reveals a lack of personal connection, foster deeper bonds by bringing peers together outside of work. Field days, dinners, and team outings can help build relationships.
• One of the most critical aspects of management is to set expectations around roles, responsibilities, and individual and team goals. Equip managers with a framework to ensure they are setting these expectations with their teams.
• Use updates to capture roadblocks that team members are facing. Encourage managers to respond to those roadblocks directly, and bring them up in their next one-on-one.

Management

• Create a norm whereby employees use Lattice's Feedback tool weekly to help their coworkers develop. Managers should lead by example.
• Establish an expectation that all employees have growth plans consisting of the skills and talents they want to develop. Ensure managers are actively tracking and that employees are updating progress.
• Weekly one-on-one meetings give managers a way to review development progress and growth plans. They should regularly check on how employees are doing.
• Employee expectations are shifting to more frequent feedback and reviews. If you don't already have a semiannual performance review cycle, consider adding a lighter-weight review between the annual cycle that currently exists.
• Feedback is only useful if it's delivered often, and managers need to follow up to track progress. Use Lattice's feedback tools, and nudge managers into giving more frequent feedback.
• Form monthly manager working groups to connect high-performing managers with new or lower-performing managers. In groups of 4 or 5, each can share challenges they face and work together to come up with ideas and solutions. If a group session isn't available to you, consider simply pairing managers with different strengths together in order to share with and learn from one another.
• Hire a coach or consultant to conduct a 360-degree assessment for managers that scored low, and to work with them on identifying and addressing areas of concern for their teams, peers, and leaders.
• Managers may not be setting team goals if they're at a loss for how to set goals properly. Establish and roll out a goal-setting methodology company-wide from the beginning of your OKR process, and set office hours in case managers need help with that methodology and how it applies to their teams.
• Examine how your teams are tracking and communicating goals. Host regular training sessions to ensure managers and employees know all about the resources and tools available to them — and, of course, make sure that includes Lattice.
• Once team OKRs are set, encourage managers to share them out to every team member, to put them into Lattice, and make them part of one-on-one meetings going forward. If OKRs and goals are front and center to the team's success, they'll be more clearly visible to everyone on the team.
• Weekly one-on-one meetings give managers an opportunity to provide actionable feedback. They should regularly check on how employees are doing.
• Managers should see one-on-ones as the most important meetings of the week. Help give managers structure and guidance on doing them well by providing company-wide one-on-one talking points so managers are reminded to talk about what the company considers key topics.
• Ask leaders to send regular emails (bi-weekly suggested), summarizing their departments' progress, projects, and outcomes. This establishes visibility into the progress and updates of the senior leaders in the company.
• Make leadership available for questions. Instituting office hours and lunches give employees the opportunity for face-time and to ask questions.
• Conduct manager training sessions to help your leaders learn how to communicate effectively with their teams, and identify when their teams need more visibility.
• Establish competency frameworks so managers understand the technical expectations of their roles and can create growth plans to address the gaps in their knowledge.
• Openly discuss and embrace diversity in technical abilities. Conduct skill mapping exercises to identify which managers spike in specific technical areas, and match those managers with employees who need support via mentorships or office hours.
• Conduct manager training sessions to bridge the gap between expected technical experience, and current manager expertise.
• Consider offering coaching to managers through an on-demand coaching platform or by encouraging them to use their development budget (if they have one) on an independent coach.
• Conduct manager training sessions focused on decision making and prioritization.
• Conduct manager training sessions to help your leaders learn best practices around coaching and feedback as well as work with a trainer on common management problems. And encourage these managers to solicit feedback from reports on where they can improve.
• One of the best ways to support your team is to provide them with thoughtful feedback. Commit to giving your team members feedback on a regular basis (start with once per week for each individual) to show them you're invested in their development.
• Hire a coach or consultant to conduct a 360-degree assessment for managers that scored low, and to work with them on identifying and addressing areas of concern for their teams, peers, and leaders.
• Expressions of vulnerability can help bring people closer together. Train leaders (people managers and informal leaders) on how to positively express vulnerability publically to build trust with their team.
• Offer a stipend to pursue learning and development opportunities. Make sure managers actively encourage their reports to use it.
• Have employees set at least one "stretch" goal per quarter that's aspirational in nature. This goal should ideally tie to the part of their job they are most enthusiastic about.
• Train managers to check in with employees regarding their roles and responsibilities at least once a quarter, to identify how to best align their work with their strengths and desired areas of development.
• One of the most critical aspects of management is to set expectations around roles, responsibilities, and individual and team goals. Equip managers with a consistent framework to ensure they are setting these expectations with their teams.
• Growth comes from feedback. Encourage or train managers to provide their team constructive feedback in one-on-ones and ad-hoc. Employees can also request feedback from their peers.
• Once team OKRs are set, encourage managers to share them out to every team member, to put them into Lattice, and make them part of 1:1 meetings going forward. If OKRs and goals are front and center to the team's success, they'll be more clearly visible to everyone on the team.
• Set a "no meeting" day or days to allow employees time for deep focus and better opportunity for time management.
• One of the most critical aspects of management is to set expectations around roles, responsibilities, and individual and team goals. Equip managers with a consistent framework to ensure they are setting these expectations with their teams.
• Performance reviews are designed to facilitate productive career development conversations. Examine your performance review cadence to ensure employees are receiving feedback at least twice a year.
• Openly discuss and embrace diversity in working styles, including introducing work style and strengths assessments such as MBTI, StrengthsFinder, or similar. Encourage teams to review each member's preferences and identities, and create opportunities to take advantage of those differences.
• Not all managers are naturally successful in establishing relationships across the company. Create opportunities — via AMA sessions or coordinated meetings — for leaders to meet with managers across departments they don't oversee. This will enable managers to create connections that unlock collaboration across the company for their teams.

Self-efficacy

• Establish an expectation that all employees have growth plans consisting of the skills and talents they want to develop. Ensure managers are actively tracking and that employees are updating progress.
• Offer a stipend to pursue learning and development opportunities. Make sure managers actively encourage their reports to use it.
• Growth comes from feedback. Encourage or train managers to provide their teams' constructive feedback in one-on-ones and ad-hoc. Employees can also request feedback from their peers.
• Managers should be having weekly one-on-ones with their teams. Here they can set expectations and check on progress.
• Give employees clarity. Have them set goals that are specific and measurable. When things aren't going well, managers should be able to provide feedback along the way.
• Implement competency frameworks and have managers discuss role expectations with individual employees, both when they start a new role, and periodically as work changes.
• If a deep dive into comments reveals that employees require certain technology or tools to be more effective in their work, make a case for additional technology or operational budget, evaluate vendors, and make the purchase.
• If a deep dive into comments reveals that employees are stretched thin, help the affected teams' managers identify ways to reduce or redistribute workload, or to make a case for additional headcount.
• If a deep dive into comments reveals that employees are stretched thin, identify ways to reduce or redistribute workload or make a case for additional headcount.
• Make it easier for employees to see how their work contributes to the bigger picture. OKRs help make this clear because of their tiered approach.
• Recognition fosters pride. Encourage managers to celebrate employee wins in public channels and in all-hands meetings.
• Company mission statements and values can help employees find meaning in their work. Ensure that your company's mission and values are representative, widely known, and lived by leadership.
• Are there obstacles or inefficiencies preventing employees from doing their best work? Have managers discuss these in their recurring one-on-ones.
• Train managers to check in with employees regarding their roles and responsibilities at least once a quarter, to identify how to best align their work with their strengths and desired areas of development.
• Set a "no meeting" day or days to allow employees time for deep focus and better opportunity for time management.
• Check-in with employees regarding their roles and responsibilities at least once a quarter, to identify how to best align their work with their strengths and desired areas of development.
• Implement a program where managers give their reports the opportunity to pursue one independent project per quarter. These assignments give employees the chance to leverage their unique skills and learn new ones.
• Have employees set at least one "stretch" goal per quarter that's aspirational in nature. This goal should ideally tie to the part of their job they are most enthusiastic about.
• If a deep dive into comments reveals employees feel their work is a negative challenge, examine whether there are obstacles or inefficiencies preventing employees from enjoying their work

Team Culture

• Give employees time to learn from their coworkers directly. Invite team members to lead peer-to-peer lunch-and-learn sessions on topics related to work or a personal hobby or interest.
• When it comes to building trust, giving ownership and credit goes a long way. Identify and appoint subject matter experts across the company that other employees can turn to for answers to common challenges.
• Openly discuss and embrace diversity abilities. Conduct skill mapping exercises to identify which employees are knowledgeable in specific areas, and match those employees with coworkers who need support via mentorships or office hours.
• Implement competency frameworks and have managers discuss role expectations with individual employees, both when they start a new role, and periodically as work changes.
• Create more shared and team-oriented goals to encourage teammates to appreciate one another's efforts, help each other through challenges, and "like" and "comment" on goal updates.
• Are there obstacles or inefficiencies preventing employees from doing their best work? Have managers discuss these in their recurring one-on-ones.
• Celebrate individual wins across the company. These recognition moments will highlight team member accomplishments that may otherwise go unnoticed.
• Create more shared and team-oriented goals to encourage teammates to appreciate one another's efforts, help each other through challenges, and "like" and "comment" on goal updates.

Psychological safety

• Give employees a means of submitting questions or concerns anonymously if they don't feel comfortable speaking up. All-hands meetings can provide a forum for addressing company-wide concerns.
• Projects or initiatives should be followed by a post-mortem meeting. Institute a post mortem process, and in advance of the session, have organizers circulate a survey asking for feedback.
• Make asking for help a norm. As part of their regular status updates, ask employees to identify where they need additional support.
• When projects fall short, encourage employees to single out where checks and processes fell short, not people. Make the "blameless" model part of your culture.
• Create a program that encourages employees to take on at least one experimental project per quarter. Celebrate the effort and creativity that goes into the projects, and the learnings that come out — while success is welcome, it's not the expectation.
• Recognize employees for trying new things and taking risks — even when things don't go well. Lead by example and make it a cultural norm.
• Remind leaders of the golden rule of management: praise in public, criticize in private. Employees will be more comfortable taking risks without worrying about mistakes being broadcast across the team.
• Foster an environment where creative thinking is encouraged. Make this philosophy part of your culture, be it through hackathons or days dedicated to outside-the-box thinking.
• When projects fall short, encourage employees to single out where checks and processes fell short, not people. Make the "blameless" model part of your culture.
• A low score on this question often means you need to pay closer attention to diversity & inclusion initiatives. Help underrepresented employees (ie: culturally diverse, women, LGBTQ+, parents, etc.) feel supported by creating Employee Resource Groups (ERGs). Encourage employees to lead the ERGs, and leaders to sponsor them.
• Openly discuss and embrace diversity in working styles, including introducing work style and strengths assessments such as MBTI, StrengthsFinder, or similar. Encourage teams to review each member's preferences and identities, and create opportunities to take advantage of those differences.
• Revisit your onboarding process. How can you make new hires feel more included? Introduce new practices, such as having managers and peers take new hires out to coffee or lunch, or pairing new hires up with "onboarding buddies."
• Make asking for help a norm across teams. During recurring meetings, encourage managers to have direct reports share what they're working on and where they need help. Managers can lead by asking for help with their own initiatives.
• Employees are more inclined to collaborate when they're working toward the same end. Ensure that teams are aware how their goals contribute and work together to accomplish department and organizational goals.
• Work relationships improve morale and collaboration. Encourage employees to expense coffee dates with colleagues or new hires to bond and get to know each other better.
• Lack of clarity surrounding roles and responsibilities can lead employees to reach beyond the scope of their role. Implement competency frameworks and have managers discuss role expectations with individual employees, both when they start a new role, and periodically as work changes.
• Incorporate company values into your feedback and reviews. Have managers make it clear that values like humility and integrity are just as important in measuring employee performance.
• Break up politics and silos by organizing inter-departmental initiatives and social events. This helps team members build empathy for peers who they otherwise might not interact with.

Team Learning

• Projects or initiatives should be followed by a post-mortem meeting. Institute a post mortem process, and in advance of the session, have organizers circulate a survey asking for feedback.
• Challenge your processes regularly. Set the expectation that every team process is reviewed on a regular (try biannual to start) basis, and that feedback is collected from everyone involved.
• Allocate budget for L&D, conferences, etc, and have managers set goals around usage of budget across the team. Add a question to one-on-ones and updates: "Where do you think we could be seeking out more information as a team?"
• Work relationships improve morale and collaboration. Encourage employees to expense coffee dates with colleagues or new hires to bond and get to know each other better.
• Form monthly manager working groups to connect high-performing managers with new or lower-performing managers. In groups of 4 or 5, each can share challenges they face and work together to come up with ideas and solutions. If a group session isn't available to you, consider simply pairing managers with different strengths together in order to share with and learn from one another.
• Ensure that all teams have access to customer feedback and that there is an opportunity to review it, discuss it, and suggest changes to products or processes via appropriate channels.
• Dedicating time for teams to reflect on projects together can unearth critical insights about team communication, creativity, progress tracking, and more. Recommend managers host project retrospectives with key stakeholders across teams to gather learnings for future collaboration.
• To help teams to be more creative or innovative, you may have to get them out of their standard work routine. Set aside time for regular team or department offsites that allow teams to brainstorm and learn together, particularly around important changes.
• Involve more team members in the planning process. By including more voices in the initial phases of planning (whether it be new processes, initiatives, or goals) you introduce new perspectives that might challenge long-standing norms.
• As part of your project timelines, host a cross-functional review forum to allow a project team to review their progress, get feedback, and crowdsource solutions to problems or questions they have.
• Add specific points in the agenda of your internal planning meetings to challenge the assumptions and decisions you have made. This helps ensure every decision considers all potential side effects.
• When projects fall short, encourage employees to single out where checks and processes fell short, not people. Make the "blameless" model part of your culture.
• Create and identify meetings or communication channels for brainstorming and bouncing ideas off of each other with no judgment. Innovation often comes out of speaking out and testing assumptions.
• Foster an environment where creative thinking is encouraged. Make this philosophy part of your culture, be it through hackathons or days dedicated to outside-the-box thinking.

Work relationships

• Establish an expectation that all employees have growth plans consisting of the skills and talents they want to develop. Ensure managers are actively tracking and that employees are updating progress.
• Employees are especially susceptible to loneliness when starting a new role. Starting a "buddy" or mentor program gives new hires someone to talk to on day one.
• Remote employees often feel like they're on the outside looking in. Bring them into the fold by leveraging communication tools and organizing virtual social events.
• Group new hires into "classes" so they have someone to go through onboarding with. Shared experiences give employees a means of building connections from the start.
• Create a program that sponsors clubs, sports leagues, and after-work activities. This program will foster relationships between peers who might not otherwise interact. These bonds can also result in greater collaboration overall.
• Foster work friendships by implementing random, cross-departmental lunches or coffee dates. Encourage employees to talk about their personal interests and hobbies, not work.
• Bring employees together in social situations that don't involve work. Field days, dinners, and other outings encourage team members to talk about more than their day-to-day.
• Give employees the opportunity to lead a lunch and learn about a personal project that’s near and dear to their heart. This can be a small session or in front of the whole company.
• Foster work friendships by implementing random, cross-departmental lunches or coffee dates. Encourage employees to talk about their personal interests and hobbies, not work.
• Encourage department heads to share company-wide updates on projects and initiatives. This gives everyone a clear view of progress and who the subject matter experts are.
• Give new hires clarity early on. As part of your onboarding process, ask team members to present on their areas of expertise and the initiatives and processes they own.
• Employees need to know where to go for help. Establish clear escalation paths so employees can properly get the support they need when they have a knowledge gap.
• Make "shout-outs" a part of your meeting culture. Have departments recognize someone in each of their weekly meetings, for example.
• Recognize accomplishments and milestones in front of the whole company. Encourage managers to celebrate employee wins in public channels and in all-hands meetings.

Diversity climate

• Job descriptions have an impact on who you are sourcing. For example, data shows that women tend to apply when they meet all requirements, whereas men tend to take more risks. Revisit your requirements and how you’re evaluating resumes.
• Set clear diversity and inclusion goals and publicize them to the whole company. Partner with sourcing platforms that connect companies with diverse candidates. Check-in on progress at all-hands meetings like you would other business targets.
• Use your employee referral program as a vehicle to drive diversity in recruiting. Encourage employees to think critically about the job descriptions and requirements, rather than simply referring people they have felt comfortable working with in the past.
• Empower your people to start employee resource groups (ERGs). These help employees spread awareness of the issues facing BIPOC, LGBTQ employees, working parents, and other groups.
• Create an employee-led Diversity, Equity & Inclusion task force that is representative of the employee base and task them with sharing ideas, learnings, concerns, and ideas with the executive team.
• Employees can sometimes view leadership as out of touch. Implement reverse-mentorships, where employees advise leaders on how their actions are perceived by others.
• Implement a company-wide goal to improve diversity at every level of the organization. Have leadership provide regular check-ins at all-hands meetings. Have them share these updates with the board as well.
• Create an employee-led Diversity, Equity & Inclusion task force that is representative of the employee base and task them with sharing ideas, learnings, concerns, and ideas with the executive team.
• Your diversity and inclusion program will come under scrutiny if women and minorities aren't represented in leadership. Revisit your hiring practices and partner with an executive search firm with a diverse recruiting pipeline.

Fairness

• Train managers on review-writing technique, including the importance of specific examples when writing reviews. Updates tracked goals and ongoing feedback can make a big difference by providing managers with reminders about their team members' performance, and help ensure that employees aren't caught by surprise.
• Each manager has their own rubric for rating employees. Make performance calibration meetings part of your review process to ensure scores are fair across departments.
• When managers evaluate team members in performance reviews, there is often unconscious bias at work. Offer training on unconscious bias to all managers (and employees). Their fair evaluations ensure equity in ratings across the company.
• Managers only see so much. Soliciting peer reviews provides a more complete picture of how employees contribute to the organization. If peer reviews aren't already part of your review process, introduce this practice in the next cycle.
• Look at your promotion and pay equity data. Are certain groups more or less likely to be rewarded for their work? This can tell you more than demographics alone — use the data to make a case for adjusting promotion and pay guidelines.
• Implement a formal process for raises and promotions. Tying competency frameworks to performance reviews ensures that every manager is grading their employees based on the same criteria. Force managers to provide qualitative evidence that an employee is or is not meeting the expectations required to move to the next level of their framework.
• Before recruiting an external hire, post all roles — particularly leadership roles — for internal talent to apply first. This sends the message that you're committed to employees' career development. Consider setting a tangible number-based goal to commit to a specific volume of internal promotions.
• Set clear diversity and inclusion goals and publicize them to the whole company. Partner with sourcing platforms that connect companies with diverse candidates. Check-in on progress at all-hands meetings like you would other business targets.
• When managers evaluate team members in performance reviews, there is often unconscious bias at work. Offer training on unconscious bias to all managers (and employees). Their fair evaluations ensure equity in ratings across the company.