The Process Before People Signal Check
7 questions to spot where workplace friction deserves a closer look
Answer based on observable evidence, not intent. If your answer depends on what leaders believe, assume the process is not yet reliable.
Your responses are anonymous. Do not include employee names, confidential information, or details that could identify a person or workplace situation. Answer based on the conditions around the work. The full Process Before People Scorecard includes scoring, interpretation, and next-step guidance.
1. Expectations
Before performance is judged, do people know what success looks like, what “good” means, and how performance decisions are made?
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0 — Not true / rarely true: Expectations are mostly assumed, verbal, manager-dependent, or clarified after friction appears.
1 — Sometimes / inconsistent: Expectations are stated, but understanding is not consistently checked with the person before performance is judged.
2 — Mostly / consistent: Expectations are documented, prioritized, and confirmed with the person before performance is judged.
2. Communication
Are people expected to guess hidden rules about tone, speed, responsiveness, meeting behavior, social style, or what “professional” looks like?
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0 — Not true / rarely true: Communication differences are often treated as performance signals.
1 — Sometimes / inconsistent: Some managers recognize communication differences, but responses vary.
2 — Mostly / consistent: Managers use shared language before rushing to negative labels.
3. Meetings and Visibility
Do meetings and visibility norms reward contribution, or do they reward comfort, speed, and presence?
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0 — Not true / rarely true: Fast verbal processing, confidence, and visibility are often treated as readiness.
1 — Sometimes / inconsistent: Different contribution styles are accepted, but the system still favors the most visible people.
2 — Mostly / consistent: Meetings are designed to capture value across different processing, communication, and participation styles.
4. Handoffs and Role Clarity
When work moves between people, teams, or functions, is it clear who owns what, what happens next, and where decisions sit?
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0 — Not true / rarely true: Breakdowns are usually framed as individual performance issues.
1 — Sometimes / inconsistent: Process issues are discussed, but not consistently.
2 — Mostly / consistent: Teams check role clarity, handoffs, and decision flow before assigning blame.
5. Manager Interpretation
Do managers have a consistent process for checking assumptions before labeling someone difficult, disengaged, not ready, or not a fit?
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0 — Not true / rarely true: Managers rely heavily on personal interpretation and instinct.
1 — Sometimes / inconsistent: Some managers check assumptions, but there is no shared process.
2 — Mostly / consistent: Managers are expected to inspect the system before labeling the person.
6. Support Pathways
Do employees and managers know where to go for clarification, support, accommodations, or work-condition adjustments before concerns escalate?
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0 — Not true / rarely true: Support pathways are unclear, informal, or dependent on individual advocacy.
1 — Sometimes / inconsistent: Support exists, but employees or managers may not know when or how to use it.
2 — Mostly / consistent: Support pathways are clear, communicated, and treated as part of normal workplace performance and inclusion practice.
7. Talent Decisions
Before decisions are made about readiness, promotion, fit, or performance, does the organization check whether the process rewards comfort over capability?
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0 — Not true / rarely true: Talent decisions often rely on visibility, confidence, familiarity, or manager preference.
1 — Sometimes / inconsistent: Decision-makers discuss capability, but comfort and familiarity may still influence outcomes.
2 — Mostly / consistent: Talent decisions include a clear check for actual contribution, not just what feels familiar.
Which best describes your role?
HR
L&D
People manager
ERG/BRG
Talent / Employee Experience
Prefer not to say
Forward your score to the HR, L&D, ERG, or manager-effectiveness leader who owns this conversation internally.
Your responses go directly to GTH Consulting and are used to understand workplace friction patterns and improve future speaking/training resources. Individual responses and organization names will not be published or shared without permission.
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