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Week 1: Ownership mapping
Show the team what is dropped and which handoffs break, and agree the work the new role exists to take on.
People and HR · Facilitator-led
The team defines the role, the manager designs it, checks the market and rehearses both conversations, over four weeks, before the appointment.
A four-week facilitator-led program for a manager filling a role from inside, built on Renatus. One multi-respondent team assessment, one guided design document, one research report and two simulation rooms · Four weeks, one room a week and two in the fourth, a live session with the team in week 1 and a decision meeting in week 4 · Unlimited attempts · Run again at day ninety and at every internal fill.
4 weeks · 5 rooms · Total time 2 hours 10 min
Sign up to continueManagers filling a role from inside, a team lead vacancy, a stretch role, a reshaped role or a secondment, and the HR business partner or organisation design lead who runs it with them.
A four-week facilitator-led program for a manager filling a role from inside, built on Renatus. One multi-respondent team assessment, one guided design document, one research report and two simulation rooms · Four weeks, one room a week and two in the fourth, a live session with the team in week 1 and a decision meeting in week 4 · Unlimited attempts · Run again at day ninety and at every internal fill.
Every member of the team answers on their own: their role title, what they understand their role to own, what they understand it not to own, what they believe their peers own, areas where ownership is unclear, work that gets dropped because no one believes they own it, and handoffs between roles that are breaking.
Set-up: company stage and headcount, the core value-delivery processes, current functional or team structure, where execution is currently breaking, and who the review is for.
Set-up: the user's perspective, the specific job title or role, industry or sector, geographic region and the specific countries, seniority level, years of experience and company size.
Calibration: role title, interview stage (screening, first round, technical, final round or reference check), industry or sector, and a brief description of working context.
Calibration: the manager's role and seniority, the kind of conversation, who it is with and what is at stake.
A manager filling a role from inside decides under pressures they rarely name: the vacancy is already costing the team, the candidates they had in mind are waiting, and the role description on file was written for the last person who held it. This program prepares them through a team synthesis, a guided design document, a sourced market report and two rehearsals, in that order, and the first room is the team. Ren synthesises the team's view of what is owned, what is dropped and which handoffs break; guides the manager through the design until the structural change and its trade-off are written down; researches what the market pays for the role; then plays the candidate in the matching conversation and the person who has to hear the decision.
Show the team what is dropped and which handoffs break, and agree the work the new role exists to take on.
Turn the team's two sentences into a role design that names the structural change and its trade-off.
Know what the market pays for the role before the internal offer is made, so the move is a real choice for the candidate.
Rehearse the matching conversation and hold it for real with every candidate, rehearse the conversation with the candidate who is not appointed, then decide with the assumption written down.