Review and Act in COMPASS
Your results are in COMPASS, organised by area, so each leader sees what matters for theirs. Leaders review and act in COMPASS: before agreeing priorities, leaders bring together the four inputs below. Each leader then keeps their actions, owners and timing in COMPASS, and the next survey shows what changed.
The four inputs
- employee insights;
- current WMS commitments and organisational plans;
- HR, workforce and relevant operational data; and
- leadership and SME reflection.
The Effective Organisations Framework is the lens in the background. Each Key Driver has its guide in COMPASS. Keep observed evidence, interpretation, hypotheses and gaps separate.
How leaders review and act
Leaders review their area's results and the Key Driver guides in COMPASS, test them against the other three inputs, then agree priorities.
| Step | What leaders do |
|---|---|
| 1. Review your area | Explore your area's results and sector benchmarks in COMPASS, alongside the relevant Key Driver guides. |
| 2. Bring in the other inputs | Add current WMS commitments and organisational plans, HR, workforce and relevant operational data, and leadership and SME reflection. |
| 3. Agree priorities | Test what the combined evidence shows, then agree a small number of priorities (3 to 5). |
| 4. Record actions in COMPASS | Keep agreed actions, owners and timing in COMPASS. |
| 5. Review progress | Track progress and close the loop with employees. The next survey shows what changed. |
The decision gate
A discussion that does not consider the four inputs is an initial results discussion, not action planning. That is true whether leaders run it themselves or Mastertek facilitates it.
How this relates to closing the loop
Closing the loop with employees can begin earlier, but detailed actions should not be locked in from survey results alone.