The board is yours, and it is per person. The cards you add for one employee belong to your own view of that employee. A colleague opening the same profile sees their own selection.

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 instead of disappearing. You should be able to see what the platform could show you if the data were there, rather than being quietly given a smaller product.

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 read or 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; 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 inside your organisation and adapted to your active modules. It is not a measure of effort, commitment or contribution, and it is not an exit prediction.

Behavioural observations (Diagnostic). Two or 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.

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.

A model-generated exit risk for this individual. The profile does not carry one.

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, and in most jurisdictions it is not a use case your employees have agreed to.

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. Every card on this page can survive that question, which is precisely why they are written the way they are.