The board is yours, and it is the same on every profile. The cards you add are saved to your own board and appear on every profile you open; only the data changes from person to person. Adding or removing a card on one profile changes the board for every profile you open. A colleague opening the same profile sees their own board.

A card with no data still appears, and says so. If your organisation does not record development plans, the development plan card tells you that the organisation has no data for it instead of disappearing. You can see what the platform could show you if the data were there, and the message is about the organisation, never about the person.

9-box - talent matrix (Factual). The full grid from the talent review with this person's cell highlighted and how many colleagues share it. The cell comes from the same table that builds the grid, so the person and the population can never disagree.

Talent profile (Diagnostic). The person's behavioural profile in HR language: its name, a description, how confident the reading is, what supports the classification and what is missing, and where that profile sits in the organisation's distribution. When the reading is weak the caveat sits next to the name, not buried in a footnote.

Latest evaluation (Factual). Cycle, status, result, matrix position and goal completion from the most recent evaluation, with the source date. Two deliberate behaviours: a result of zero is treated as the absence of a grade rather than a score of zero, and a query error is never displayed as an absence of evaluation.

Review process in progress (Factual). The touchpoints of the most recent cycle and whose hands they are in: completed, with the employee, or with the manager. The operational answer to "what is this person waiting on".

Development plan (Factual). Actions from the most recent cycle's plan: the total, the distribution by status, actions past their end date, and the next deadline. The content of the actions is never shown.

Mandatory training (Factual). Current enrolments: mandatory ones completed, in progress and not started, how many are overdue, the next deadline, and the enrolments that need attention first.

Goals (Factual). Goals from the most recent cycle, in whatever form your organisation exports them: status and progress per goal, results per goal, or only the aggregate completion rate recorded in the evaluation. Goal titles are not shown.

Onboarding (Factual). An operational read of the first days: platform access, profile completeness, initial mandatory training, completed learning and the onboarding touchpoint where one exists. It applies only inside the window you choose (30, 60, 90 or 180 days; 90 by default); outside it, the card says it does not apply rather than showing an empty record.

Role continuity and succession (Factual). Critical role, succession coverage, operational impact, market scarcity and documented knowledge, exactly as the manager recorded them in the potential form. It shows neither the successor's name nor any exit-risk reading for this person.

Recognition and collaboration (Factual). Recognitions given and received, by how many distinct people, when the last one was, compared with the organisation's median; plus the observed collaboration links, including reciprocal and cross-team ones. These are counts, not a rating of the person.

Feedback activity (Factual). Feedback requested, given and received on the platform, what is pending on each side, and the average rating received. Feedback content is never shown.

Platform participation (Diagnostic). What this person does on the platform across activity, learning, gamification and recognition, and where that places them in the organisation's distribution. It is normalised within your organisation and adapted to the modules you use. It is not a measure of effort, commitment or contribution, and it is not an exit prediction.

Behavioural observations (Diagnostic). Up to three descriptive observations drawn from signals recorded on the platform, each with the evidence behind it and, where there is one, a suggested action. This card replaced three earlier ones that were different readings of the same signals; one honest paragraph with its evidence beats three indices that look independent and are not.

Each card shows the date of its own source, because the sources are not updated together.

The footer says how much signal the card rests on, for example Low coverage: read with caution or which signals are missing.

A card that could not be computed says so, and that this does not mean there is nothing to show. Use Refresh Insight on the card to try again, or Refresh all for the whole board.

If a card on your board was retired from the catalogue, it is not drawn: a notice at the top of the board lists it.

If you see This person is not in your scope, or has no People Intelligence data yet., there is nothing to show for that profile.

The text a person wrote. Development plan action content, goal titles and feedback content stay out. The cards count and track them; they do not read them back to you.

Successor names. Succession coverage is shown as a structured status, never as a free-text name.

A personality assessment. The behavioural profile summarises what happened on the platform. It is not a psychometric instrument and does not claim to describe who someone is.

An exit-risk prediction for this individual. Nothing on this tab predicts whether the person will leave.

Anonymous survey results. eNPS, wellbeing and the other survey-based Insights are never offered on a profile, because narrowed to one person they would expose that person's own answers.

Open the profile with a question, not to browse. These cards exist to prepare a specific conversation: a review, a development plan, a succession discussion, a check on someone who has just joined. Reading through colleagues' profiles because you can is not a use case the product is designed for.

Take the Factual cards as facts and the Diagnostic ones as prompts. "Four mandatory trainings overdue" is a fact you can act on today. "Participation in the lower quartile" is a question to ask, and the answer is frequently something the platform cannot see: a role that barely uses it, parental leave, a secondment, a broken notification setting.

Never let a card be the whole basis of a decision about a person. No Insight on this page, and no combination of them, constitutes a performance judgement, a promotion case or a reason to end someone's employment. They inform a human decision made by someone accountable for it.

Check the date before a meeting. Behavioural cards move on a weekly pipeline. Quoting last week's participation as today's is an avoidable way to lose a conversation.

Say where it came from. If you bring something from this page into a conversation with the employee, be able to say which card it came from and what it measures.