Programs
People and HR · Facilitator-led
Career Progression
Six rooms from the evidence to the ask, run weekly, measured over time.
A five-week program for employees preparing for their next step inside the organisation, assigned by an HR or L&D lead or their manager, built on Renatus. Two assessments, two research reports, one simulation room and one decision document · Five weeks, one or two rooms a week, from the person to the ask · Unlimited attempts · Ongoing thereafter.
5 weeks · 6 rooms · Total time 2 hours 25 min
Sign up to continue
- Who it's for
- Employees approaching a promotion gate, high performers whose managers have not asked what they want, and people two years into a role with no plan for year three; one person or a cohort, early career to director.
- Cadence
- 5 weeks
- Format
- Facilitator-led
- Program sessions
- 5
Who it's for
Employees approaching a promotion gate, high performers whose managers have not asked what they want, and people two years into a role with no plan for year three; one person or a cohort, early career to director.
Output
- A strengths profile and a values profile built from their own choices, with the cost each strength carries and the one thing they will not trade for a promotion
- Two sourced reports, on the paths in their field and on what the target role pays, with a confidence rating on every section and a range with two sources behind it
- A scored report after every Managing Up attempt, with the moment that earned each score, one recommended focus and a trajectory across every attempt, and a decision document with a verdict and the assumption that would change it
- Scored against published frameworks: the Behavioural Event Interview and overplayed-strengths and derailers research, Schwartz's theory of basic human values and reflective commitment inquiry, Cohen and Bradford's influence without authority and care and challenge, and, for the decision document, a weighted decision matrix, a pre-mortem stress test and a ten-year view
Program contents
- Strengths with evidence · Values and trade-offs — Strengths Profile · Values Clarification
- Paths in the field — Industry Career Map
- Pay for the role — Salary & Compensation
- Making the ask — Managing Up
- Deciding between paths — Career Decision
How the program works
A five-week program for employees preparing for their next step inside the organisation, assigned by an HR or L&D lead or their manager, built on Renatus. Two assessments, two research reports, one simulation room and one decision document · Five weeks, one or two rooms a week, from the person to the ask · Unlimited attempts · Ongoing thereafter.
The rooms
Strengths Profile
Assessment
Set-up: role title, and the level Ren calibrates to, from student or early career to C-suite, founder or career-changer.
Values Clarification
Assessment
Set-up: role title, and the level Ren calibrates to.
Industry Career Map
Research
Set-up: the industry, the sub-sector or focus area, the geographic region, the career stage (graduate, early, mid, senior or pivoting) and the employee's role or perspective, which is the person building the career.
Salary & Compensation
Research
Set-up: the employee's perspective (evaluating their own salary), the specific job title or role, which is the target role, the industry or sector, the region, the specific countries, the seniority level, years of experience and the company size context.
Managing Up
Simulation
Calibration: role title, the power gap (peer-level senior, one-up, two-up or C-suite), industry or sector, a brief description of working context, and the organisation website as an option.
Career Decision
Framework
Set-up: what career decision needs to be made, the named options being weighed, what matters to them in this decision, and where they are now and why a decision is on the table.
Why this program exists
Employees preparing for their next step walk into the progression conversation with a feeling that they are ready, a number they heard from a friend, and a manager who has never been told what they want. This program prepares them through assessment, research, simulation and a decision document. Ren reads their strengths and values from the choices they describe, researches the paths in their field and what the target role pays from named sources, then plays their manager while they make the ask, so the scene is new every time and moves with what they say, and finally holds them to a decision with a verdict.
What you'll achieve
- A strengths profile and a values profile built from their own choices, with the cost each strength carries and the one thing they would not trade for a promotion
- Two sourced reports, on the paths in their field and on what the target role pays, with a confidence rating on every section and a range with two sources behind it
- A scored report after every Managing Up attempt, with the moment that earned each score and one recommended focus, and unlimited attempts, each charted against the last
- A decision document with a verdict, the assumption that would change it, and the case for the path not taken
At a glance
- Who it's for
- Employees preparing for their next step inside the organisation: people approaching a promotion gate, high performers whose managers have not asked what they want, and people two years into a role with no plan for year three. Every room calibrates to level. It is assigned by an HR or L&D lead running a progression cycle, or by a manager for their own team; the manager's lines are for whoever holds the one-to-one, and it runs for one person or a cohort. Where the person who assigned it is also the person the ask will be made to, the week 4 rehearsal is of a conversation with them, and that is the point: they read Grounding and Outcome, then hear the ask for real. It assumes each employee can name a target role, even tentatively, and that the organisation has its levels, promotion criteria and pay bands written down.
- Cadence
- 5 weeks
- 1
- Strengths with evidence · Values and trade-offs · Strengths Profile · Values Clarification · Read Where It Costs and Where to Deploy; read what the employee shares of Value Tensions
- 2
- Paths in the field · Industry Career Map · Read the paths and the salaries by stage against the career framework
- 3
- Pay for the role · Salary & Compensation · Read the range and the drivers; place the internal band on it
- 4
- Making the ask · Managing Up · Read Grounding and Outcome; read the recommended focus
- 5
- Deciding between paths · Career Decision · Read The Verdict and Killer Assumption; read the Ren summary; set the ongoing plan
Session by session
1
Week 1: Strengths with evidence · Values and trade-offs
Name the employee's real strengths from evidence, with the cost each carries, and find what they value enough to trade for, from choices they have made.
2
Week 2: Paths in the field
Know the paths in the employee's field, what each stage pays, and where the opportunities are.
3
Week 3: Pay for the role
Know what the target role pays, from named sources, and what moves pay within the range.
4
Week 4: Making the ask
Make the progression ask with a clear opening and specific grounding, hold it under push-back, and leave with a step, a path or a dated not yet.
5
Week 5: Deciding between paths
Decide between the paths open to the employee with a verdict and a named assumption, then hold the real conversation.
