What to do first
Open one person and read the two columns: what is going well, and where to focus. Then look at the recommended next steps. Each one is an action you can take from this screen.
The roster
Everybody you manage, with a status pill saying how they are doing overall. The status is a reading rather than a rating: it comes from the six areas below.
A person
The header carries their name, their status, and two actions: schedule a one to one, and give feedback.
What is going well and where to focus. Two columns, written from the records rather than from an impression.
Recommended next steps. Specific actions, such as a conversation to have or a resource to assign.
Six areas. Goals, check ins, review, development, talent and recognition. Each one is green, amber or red, and the colour is worked out from the records that area owns.
Recent signals. What has changed for this person lately.
What on track means
One definition, used by every screen that asks: pace. Somebody is on track when progress has kept up with the clock. Fifty per cent done is excellent in the first week of a quarter and a crisis in the last.
That matters because the alternative, judging by progress alone or by whether anybody marked something blocked, treats an untouched goal as a fine goal.
Team analytics
The same picture across the whole team, by period: goal completion, check in cadence, feedback volume, recognition, development progress.
Goal drill down
Your team's objectives, opened up. Which are moving, which are not, and who owns them.
Coaching tips
Guidance matched to what a person's health actually says. A tip about delegation appears for the people whose records suggest delegation is the issue, rather than as a general article.
Conversation templates
Structures for the conversations managers have to have, with your own team offered as the people to run them with, direct reports first.
Smart nudges
Things Rople thinks are worth doing this week, with the reason. Dismiss the ones that are not.
How it connects
- Goals, check ins, reviews, development, talent and recognition each supply one of the six areas.
- Scheduling a one to one opens a check in in Feedback.
- Giving feedback opens Feedback with the person carried over.
- Assigning a resource opens Development.
- The same data aggregated across the organisation is People Analytics.
Common questions
Why is somebody amber when their goals look fine? Because the reading covers six areas. Goals on track and no check in for two months is an amber, and the area breakdown says which one.
Does my team know what this screen says? They see their own goals, their own feedback and their own development plan. The reading assembled here is for the manager.
Somebody I manage is not on the roster. The reporting line comes from the manager field on their profile, which is set in Admin.