ADAPT Full Questionnaire

A.D.A.P.T. Questionnaire

50 Questions, 5 Sections, Score feedback provided by email. Creator Sharon Benson, Talent Hub
Name

First NameLast Name
Email
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Please rate yourself/ company on how effective your company is on each of the items related to the A.D.A.P.T. model below.

Please rate on a scale from 1 to 10, where 1 is poor and 10 is outstanding.
Section 1: ATTRACT

Do we attract, select, and onboard effectively?
We consistently attract candidates who match the skills AND values needed for the role.*

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1 is Strongly Disagree, 10 is Strongly Agree
Hiring managers follow a documented and consistent recruiting process.*

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1 is Strongly Disagree, 10 is Strongly Agree
Job postings clearly communicate our EVP, culture, and career growth path.*

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1 is Strongly Disagree, 10 is Strongly Agree
Candidates receive a structured, fair, repeatable interview process.*

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1 is Strongly Disagree, 10 is Strongly Agree
We have clear decision-making criteria for candidate selection.*

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1 is Strongly Disagree, 10 is Strongly Agree
Leaders understand how to conduct effective interviews (behavioral + technical).*

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1 is Strongly Disagree, 10 is Strongly Agree
New hires receive structured onboarding—not just orientation.*

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1 is Strongly Disagree, 10 is Strongly Agree
The first 90-days are planned, supported, and measured for success.*

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1 is Strongly Disagree, 10 is Strongly Agree
Our hiring decisions rarely need to be corrected (performance issues, misalignment).*

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1 is Strongly Disagree, 10 is Strongly Agree
People leaders feel confident—not reactive—when making hiring decisions.*

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1 is Strongly Disagree, 10 is Strongly Agree
Section 1: ATTRACT Rating
Section 2: DEVELOP

Do we intentionally build capability?
Leaders have access to ongoing leadership development that aligns with business needs.*

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1 is Strongly Disagree, 10 is Strongly Agree
Development is not “extra work”—it is built into how we operate quarterly.*

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1 is Strongly Disagree, 10 is Strongly Agree
Technical tracks and progression pathways are documented and visible.*

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1 is Strongly Disagree, 10 is Strongly Agree
We develop people based on future capability needs—not just current role demand.*

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1 is Strongly Disagree, 10 is Strongly Agree
People receive coaching support, not just training or content.*

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1 is Strongly Disagree, 10 is Strongly Agree
Managers use development tools consistently (frameworks, toolkits, guides).*

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1 is Strongly Disagree, 10 is Strongly Agree
Our development model accelerates growth, rather than relying on tenure.*

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1 is Strongly Disagree, 10 is Strongly Agree
We have role clarity for future critical positions.*

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1 is Strongly Disagree, 10 is Strongly Agree
Individuals know what capability looks like at the next level.*

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1 is Strongly Disagree, 10 is Strongly Agree
Leaders actively support personalized development plans—not generic learning lists.*

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1 is Strongly Disagree, 10 is Strongly Agree
Section 2 DEVELOP Rating
Section 3: ASSESS

Do we measure capability accurately and fairly?
Leaders know how to differentiate performance vs. potential.*

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1 is Strongly Disagree, 10 is Strongly Agree
There is a consistent standard for evaluating talent—not by individual manager preference.*

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1 is Strongly Disagree, 10 is Strongly Agree
We have clear indicators of high-potential behavior (ability, aspiration, engagement).*

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1 is Strongly Disagree, 10 is Strongly Agree
Talent decisions are based on visible data—not perceptions or politics.*

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1 is Strongly Disagree, 10 is Strongly Agree
We can identify who could step into critical roles within 12-18 months.*

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1 is Strongly Disagree, 10 is Strongly Agree
We track technical capability (Learn-Do-SME-Teach progression) consistently.*

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1 is Strongly Disagree, 10 is Strongly Agree
Succession conversations are structured—not verbal or ad-hoc.*

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1 is Strongly Disagree, 10 is Strongly Agree
Leaders know how to give development feedback tied to capability gaps.*

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1 is Strongly Disagree, 10 is Strongly Agree
We actively differentiate investment between high-performers vs. general population.*

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1 is Strongly Disagree, 10 is Strongly Agree
Our assessment practices help place the right people into the right roles.*

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1 is Strongly Disagree, 10 is Strongly Agree
Section 3 ASSESS Rating
Section 4: Perform

Do we achieve clarity, accountability, and results?
Performance expectations are aligned to business priorities—not guesswork.*

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1 is Strongly Disagree, 10 is Strongly Agree
We regularly revisit goals, not just annually.*

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1 is Strongly Disagree, 10 is Strongly Agree
Managers coach performance in real time—not during annual reviews.*

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1 is Strongly Disagree, 10 is Strongly Agree
High performers feel seen, invested in, and retained—not taken for granted*

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1 is Strongly Disagree, 10 is Strongly Agree
Conversations are meaningful—not compliance-driven, check-the-box discussions.*

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1 is Strongly Disagree, 10 is Strongly Agree
Managers can translate shifting priorities into clear expectations quickly.*

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1 is Strongly Disagree, 10 is Strongly Agree
Goals flow down and across—not siloed by department.*

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1 is Strongly Disagree, 10 is Strongly Agree
Performance discussions drive behavior change—not documentation only.*

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1 is Strongly Disagree, 10 is Strongly Agree
Recognition practices reinforce the desired culture—not just output.*

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1 is Strongly Disagree, 10 is Strongly Agree
Performance systems help develop capability—not simply evaluate it.*

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1 is Strongly Disagree, 10 is Strongly Agree
Section 4 PERFORM Rating
Section 5: Thrive

Do we make strategic talent decision and sustain future readiness?
We have visibility to capability gaps across the organization.*

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1 is Strongly Disagree, 10 is Strongly Agree
Workforce planning is forward-looking—not backfilled reactively.*

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1 is Strongly Disagree, 10 is Strongly Agree
Talent data drives where we invest—not intuition or urgency*

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1 is Strongly Disagree, 10 is Strongly Agree
We proactively reskill the workforce before gaps widen.*

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1 is Strongly Disagree, 10 is Strongly Agree
Leaders understand which skills we cannot afford to lose.*

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1 is Strongly Disagree, 10 is Strongly Agree
We retain top talent intentionally—not accidentally.*

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1 is Strongly Disagree, 10 is Strongly Agree
Knowledge transfer is structured—not dependent on individuals volunteering.*

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1 is Strongly Disagree, 10 is Strongly Agree
Talent mobility decisions increase long-term value—not short-term relief.*

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1 is Strongly Disagree, 10 is Strongly Agree
Our people practices make the organization stronger year over year.*

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1 is Strongly Disagree, 10 is Strongly Agree
We can predict emerging capability needs with enough time to prepare.*

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1 is Strongly Disagree, 10 is Strongly Agree
Section 5 Score
Should be Empty:

A.D.A.P.T. Questionnaire

Please rate yourself/ company on how effective your company is on each of the items related to the A.D.A.P.T. model below.

Section 1: ATTRACT

Section 2: DEVELOP

Section 3: ASSESS

Section 4: Perform

Section 5: Thrive