Step 1 of 10 10% EmailThis field is for validation purposes and should be left unchanged. PRIME Talent Readiness Assessment STEP 1: Readiness Assessment - Evaluate your current state across key cultural and talent specific areas. STEP 2: Executive Summary - Receive insights, maturity findings and data-driven analytics. STEP 3: Strategic Discussion - Align priorities, implications and opportunities. STEP 4: Strategic Application - Convert insights into measurable initiatives. What to Expect The PRIME Talent Readiness Assessment provides organizations a model to evaluate current people systems, identify capability gaps to align talent strategy with business priorities. Grounded in the PRIME Framework: Perspective, Role Fit, Integration, Mutual Success, and Evolution. These strategies offer a holistic perspective of workforce readiness and organizational integration. Think of this assessment as your organization’s strategic health check for people and performance providing leaders insights to see what’s working, where focus is required, and how to prepare for evolutionary opportunities. The information you provide here will guide our PRIME Executive Summary and Strategic Discussion. Here you will receive key insights, maturity levels, and tailored recommendations to guide your action and decisions. This assessment will require approximately 60 minutes to complete and can be paused as needed to collect information. Together, we’ll turn reflection into Strategic Application into Measurable Results. Organization NamePrimary Contact First Last Position/Job TitleEmail PhoneIndustry / SectorCorporate Headquarters Street Address Suite/Office City State / Province / Region ZIP / Postal Code Country AfghanistanÅland IslandsAlbaniaAlgeriaAmerican SamoaAndorraAngolaAnguillaAntarcticaAntigua and BarbudaArgentinaArmeniaArubaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBermudaBhutanBoliviaBonaire, Sint Eustatius and SabaBosnia and HerzegovinaBotswanaBouvet IslandBrazilBritish Indian Ocean TerritoryBrunei DarussalamBulgariaBurkina FasoBurundiCabo VerdeCambodiaCameroonCanadaCayman IslandsCentral African RepublicChadChileChinaChristmas IslandCocos IslandsColombiaComorosCongoCongo, Democratic Republic of theCook IslandsCosta RicaCôte d'IvoireCroatiaCubaCuraçaoCyprusCzechiaDenmarkDjiboutiDominicaDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEswatiniEthiopiaFalkland IslandsFaroe IslandsFijiFinlandFranceFrench GuianaFrench PolynesiaFrench Southern TerritoriesGabonGambiaGeorgiaGermanyGhanaGibraltarGreeceGreenlandGrenadaGuadeloupeGuamGuatemalaGuernseyGuineaGuinea-BissauGuyanaHaitiHeard Island and McDonald IslandsHoly SeeHondurasHong KongHungaryIcelandIndiaIndonesiaIranIraqIrelandIsle of ManIsraelItalyJamaicaJapanJerseyJordanKazakhstanKenyaKiribatiKorea, Democratic People's Republic ofKorea, Republic ofKuwaitKyrgyzstanLao People's Democratic RepublicLatviaLebanonLesothoLiberiaLibyaLiechtensteinLithuaniaLuxembourgMacaoMadagascarMalawiMalaysiaMaldivesMaliMaltaMarshall IslandsMartiniqueMauritaniaMauritiusMayotteMexicoMicronesiaMoldovaMonacoMongoliaMontenegroMontserratMoroccoMozambiqueMyanmarNamibiaNauruNepalNetherlandsNew CaledoniaNew ZealandNicaraguaNigerNigeriaNiueNorfolk IslandNorth MacedoniaNorthern Mariana IslandsNorwayOmanPakistanPalauPalestine, State ofPanamaPapua New GuineaParaguayPeruPhilippinesPitcairnPolandPortugalPuerto RicoQatarRéunionRomaniaRussian FederationRwandaSaint BarthélemySaint Helena, Ascension and Tristan da CunhaSaint Kitts and NevisSaint LuciaSaint MartinSaint Pierre and MiquelonSaint Vincent and the GrenadinesSamoaSan MarinoSao Tome and PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSingaporeSint MaartenSlovakiaSloveniaSolomon IslandsSomaliaSouth AfricaSouth Georgia and the South Sandwich IslandsSouth SudanSpainSri LankaSudanSurinameSvalbard and Jan MayenSwedenSwitzerlandSyria Arab RepublicTaiwanTajikistanTanzania, the United Republic ofThailandTimor-LesteTogoTokelauTongaTrinidad and TobagoTunisiaTürkiyeTurkmenistanTurks and Caicos IslandsTuvaluUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUruguayUS Minor Outlying IslandsUzbekistanVanuatuVenezuelaViet NamVirgin Islands, BritishVirgin Islands, U.S.Wallis and FutunaWestern SaharaYemenZambiaZimbabwe Orginizational OverviewAssessment Focus Who would you like this needs assessment to focus on? (Select all that apply) Executive Leadership Team Senior Leaders Mid-Level Managers Frontline Managers High-Potential / Emerging Leaders Individual Contributors Specific Function or Team Operational Regions North America APAC EMEA ANZ MEA Latin America Global / Multi Regional Employee Headcount Less than 250 250 to 700 700 - 2,000 2,000 - 5,000 More than 5,000 List Your Top 3 Objectives or Strategic Priorities for the Upcoming Year:Objective #1Objective #2Objective #3 PERSPECTIVE - Accelerate Decision Making, Improve Collaboration to Provide Innovative SolutionsObjective: Assess your organization’s structure and strategic alignment to provide insights and a clear PERSPECTIVE. These connect business priorities with people outcomes to achieve objectives and long-term vision. Please indicate your organization's current level of development for each process. Rating Scale: Active = Consistently applied enterprise-wide and embedded in practice and culture Deployed = Operational and effective in several areas or divisions Emerging = Currently being developed, piloted, or refined Inactive = Not yet in place, paused, or information unavailable Please identify the current structure of your organizational strategy alignment processes:Organizational chart and reporting structureActiveDeployedEmergingInactiveStrategic plan, annual goals, or OKRsActiveDeployedEmergingInactiveProcess for reviewing strategic prioritiesActiveDeployedEmergingInactiveGovernance for decision-making and accountabilityActiveDeployedEmergingInactiveCommunication of goals to employeesActiveDeployedEmergingInactiveDivision or department-level scorecardsActiveDeployedEmergingInactiveLeadership succession or contingency planningActiveDeployedEmergingInactiveFormal review process that aligns employees to business goalsActiveDeployedEmergingInactiveWhat changes in leadership, structure, or reporting most impacted your organizational performance?Supporting Materials:Please indicate which of the following materials your organization can provide to support our readiness discussion. These documents can provide supporting context and data points utilized during the analysis. Check all that apply: Strategic Plan or Annual Goals OKR (Objectives & Key Results) Framework Organizational Chart (current or draft) Department or Division Scorecards Business Unit Strategy Documents Change or Restructuring Announcements Leadership or Governance Frameworks Communication Cascade or Strategic Messaging Plans Workforce Planning or Headcount Reports Other Upload Supporting Documents Here: Drop files here or Select files Max. file size: 2 GB. ROLE FIT - Workforce & Headcount DataObjective: Evaluate your workforce distribution, team design, accessibility, and data insights in support of ROLE FIT to ensures the right people, skills, and capacity are aligned to meet strategic objectives and priorities. These conditions connect business priorities with people outcomes to achieve objectives and long-term vision. Please indicate your organization's current level of development for each process. Rating Scale: Active = Consistently applied enterprise-wide and embedded in practice and culture Deployed = Operational and effective in several areas or divisions Emerging = Currently being developed, piloted, or refined Inactive = Not yet in place, paused, or information unavailable Please check the status of each option as it applies to your organization.Headcount by department, level, and locationActiveDeployedEmergingInactiveAttrition and retention rates (12–24 months)ActiveDeployedEmergingInactiveDEI metrics (representation, pay equity, promotion data)ActiveDeployedEmergingInactiveRecruitment funnel metrics (time-to-fill, cost-per-hire, source effectiveness)ActiveDeployedEmergingInactiveInternal mobility and promotion ratesActiveDeployedEmergingInactiveWhat is your current employee headcount?What workforce trend concerns you right now?Please indicate which of the following materials your organization can provide to support our readiness discussion. These documents can provide supporting context and data points utilized during the analysis. Check all that apply: Retention Hiring Quality of Candidates Diversity in Leadership Team Engagement / Employee Morale Other Please share any additional insight or workforce change that may be relevant in our discussion.Supporting Materials:Please indicate which of the following materials your organization can provide to support our readiness discussion. These documents can provide supporting context and data points utilized during the analysis. Check all that apply: Headcount and demographic reports by department, level, or location Turnover and retention dashboards (12–24 months) DEI representation or pay equity summaries Recruitment funnel metrics (time-to-fill, source effectiveness, offer acceptance) Internal mobility or promotion tracking reports Workforce planning or capacity models Engagement or exit survey summaries Talent analytics or HR dashboards Skills matrices, Role frameworks or Workforce capability maps Other Upload Supporting Documents Here: Drop files here or Select files Max. file size: 2 GB. INTEGRATION - Talent Acquisition & OnboardingObjective: Examine your hiring and onboarding practices that build effective and efficient INTEGRATION to connect effective talent with culture, performance, and sustainable long-term success. Please indicate your organization's current level of development for each process. Rating Scale: Active = Consistently applied enterprise-wide and embedded in practice and culture Deployed = Operational and effective in several areas or divisions Emerging = Currently being developed, piloted, or refined Inactive = Not yet in place, paused, or information unavailable Please indicate the current status of your talent acquisition and onboarding processes.Job architecture or role leveling frameworkActiveDeployedEmergingInactiveCompetency model(s) that guide hiring and developmentActiveDeployedEmergingInactiveStructured interview guides and scorecardsActiveDeployedEmergingInactiveHiring manager enablement or interview calibration trainingActiveDeployedEmergingInactiveCandidate experience and employer brand strategyActiveDeployedEmergingInactiveOnboarding playbooks, 30–60–90 day plans, or checklistsActiveDeployedEmergingInactiveEarly retention and new-hire engagement measurementActiveDeployedEmergingInactiveIntegration between TA, HRIS, and onboarding systemsActiveDeployedEmergingInactiveHow would you characterize your current hiring process? Centralized: Managed primarily by a dedicated HR or Talent Acquisition (TA) team using standardized tools and processes across the organization. Decentralized: Hiring decisions and processes are led by business units or departments with limited central oversight. Hybrid: Shared accountability between HR/TA and business units, some centralized governance with flexibility for local adaptation. Outsourced / RPO (Recruitment Process Outsourcing): Some or all recruiting functions are managed by an external partner. Evolving: The process is currently being restructured or standardized. How consistent are hiring practices across the organization? Highly Consistent and Standardized – Common tools and structured processes are used organization-wide with clear accountability. Generally Aligned with Some Variation – Core hiring practices are in place but differ slightly by function, level, or region. Inconsistent or Manager-Driven – Processes vary across teams; hiring decisions and methods depend largely on individual managers. In Transition – Hiring practices are currently being refined or standardized across the organization. What is your biggest challenge in talent acquisition today?(Select all that apply) Time-to-fill or speed of hiring Quality of hire or candidate fit Hiring manager consistency and accountability Diversity and representation in pipelines Candidate experience and employer reputation Retention of new hires within first 12 months Recruiting technology or system limitations Other Please describe your challenge in detail:What’s one improvement you’d most like to see in your hiring or onboarding process for 2026?What makes your organization's hiring experience unique or effective?Where do you see the biggest opportunity to elevate your recruitment and onboarding strategy in 2026?Who is responsible for onboarding program design and delivery? HR / Talent Acquisition Learning & Development Operations / Department Leaders Shared ownership across teams Other Please define who is responsibility for talent onboarding:Supporting Materials:If available, please indicate which of the following materials your organization can share to support the readiness discussion. These documents can provide helpful context and data points for analysis. Check all that apply: Job architecture, career framework, or role leveling documentation Competency models or behavioral interview guides Structured interview templates, question banks, or scoring rubrics Employer branding materials or recruitment marketing collateral Onboarding playbooks, orientation agendas, or 30–60–90 day plans New hire surveys, retention dashboards, or onboarding feedback reports Hiring manager enablement or training materials Offer letter templates or candidate communication standards Other Upload Supporting Documents Here: Drop files here or Select files Max. file size: 2 GB. MUTUAL SUCCESS = Talent Management & DevelopmentObjective: Explore how your talent and leadership development processes drive MUTUAL SUCCESS to balance organizational growth with individual advancement and engagement. Please indicate your organization's current level of development for each process. Rating Scale: Active = Consistently applied enterprise-wide and embedded in practice and culture Deployed = Operational and effective in several areas or divisions Emerging = Currently being developed, piloted, or refined Inactive = Not yet in place, paused, or information unavailable Performance Management Process & ToolsActiveDeployedEmergingInactiveTalent Review & Succession Planning FrameworkActiveDeployedEmergingInactiveEstablished Leadership Pipeline & High-Potential (HiPo) Development PlanActiveDeployedEmergingInactiveLeadership & Management Development ProgramsActiveDeployedEmergingInactiveCoaching & Mentoring ProgramsActiveDeployedEmergingInactiveCareer Pathing Frameworks & Internal MobilityActiveDeployedEmergingInactiveLearning & Development Catalog or Course OfferingsActiveDeployedEmergingInactiveIndividual Development Plan (IDP) Templates & ProcessActiveDeployedEmergingInactiveLearning Impact & EvaluationActiveDeployedEmergingInactiveWhat are your top talent development priorities over the next 12 months?Select all that apply Building future-ready leadership capabilities Strengthening internal mobility and career pathways Enhancing performance management and feedback culture Increasing learning accessibility and engagement Expanding DEI and inclusive leadership programs Upskilling for digital transformation / AI readiness Improving retention and engagement through growth opportunities Other Please describe your priorities for the coming year:Learning Culture - How established is your organization’s learning culture? Fully Established – Continuous learning is embedded in daily work and supported by leadership Partially Established – Learning is encouraged in some areas but not consistently prioritized In Progress – Efforts are underway to strengthen learning and development practices Not Established / Unsure – Limited or informal focus on learning currently Learning & Capability Building - What learning approaches or programs have been most effective in supporting employee growth?(Check all that apply) Leadership development programs Coaching and mentoring On-the-job learning or stretch assignments e-learning platforms / LMS Peer-to-peer or social learning Professional certifications or external training Manager-led development conversations Other Please note any development programs or approaches that have had the greatest measurable impact.What are the primary goals or areas of focus for your leadership or HiPo development efforts?(Check all that apply) Building next-generation leaders Expanding leadership diversity and representation Strengthening succession planning for critical roles Developing people leadership and coaching skills Increasing cross-functional or global leadership exposure Enhancing readiness for senior-level transitions Other Future Capability Planning & SupportPlease describe how your organization plans to build these future capabilities including any upcoming system changes, learning initiatives, or analytics improvements. You may also share context on expected timelines, key stakeholders, or areas where additional support or partnership would be most valuable.Future Workforce ReadinessLooking ahead, what new skills or capabilities will be most important for your workforce to develop? Check all that apply: Digital fluency and technology adoption AI and data literacy Agile ways of working Strategic thinking and innovation Cross-functional collaboration Customer-centric problem solving Emotional intelligence and communication Sustainability and ESG mindset Other Please share examples of how your organization identifies, develops, or supports high-potential talent.Supporting Materials:If available, please indicate which of the following materials your organization can share to support the readiness discussion. These documents can provide helpful context and data points for analysis. Check all that apply: Most recent employee engagement or pulse survey results Turnover or retention analysis reports Exit interview summaries or stay interview data Culture, mission, or values presentation decks Employee value proposition (EVP) or employer brand materials Recognition and rewards program overview Employee Resource Group (ERG) or affinity network summaries Feedback and listening channel summaries Internal communications or leadership messaging samples Other Upload Supporting Documents Here: Drop files here or Select files Max. file size: 2 GB. INTEGRATION + EVOLUTION = Systems, Tools & AnalyticsObjective: Assess how integrated and forward-looking your talent systems and data capabilities are supporting INTEGRATION across functions and EVOLUTION toward data-driven decision-making. Please indicate your organization's current level of development for each process. Rating Scale: Active = Consistently applied enterprise-wide and embedded in practice and culture Deployed = Operational and effective in several areas or divisions Emerging = Currently being developed, piloted, or refined Inactive = Not yet in place, paused, or information unavailable Please assess the current state of your systems, tools, and analytics capabilities:HRIS (Human Resources Information System)ActiveDeployedEmergingInactiveATS (Applicant Tracking System)ActiveDeployedEmergingInactiveLMS or Learning PlatformActiveDeployedEmergingInactivePeople Analytics and DashboardsActiveDeployedEmergingInactiveData literacy among HR and business leadersActiveDeployedEmergingInactiveIntegration between HR systems (HRIS ↔ LMS, ATS, Finance, BI tools)ActiveDeployedEmergingInactiveReporting cadence and data visualizationActiveDeployedEmergingInactiveConfidence in Data:How confident are leaders in your organization’s people data including accuracy, accessibility, and ability to inform decisions? Very Confident – Leaders trust the accuracy of people data and use it regularly to guide strategic and operational decisions. Somewhat Confident – Data is generally reliable but may be inconsistent, incomplete, or not always leveraged effectively. Not Confident – Leaders have limited trust in data accuracy, quality, or usability for decision-making. What factors most impact leaders’ confidence in your people data?Select all that apply: Data accuracy or completeness System integration challenges Limited access to insights or dashboards Data literacy or interpretation skills Reporting delays or manual processes Other What other factors impact your leaders?Process, Systems & Innovative ReadinessAre there any upcoming changes or challenges related to performance management, learning systems, or talent mobility?(Select all that apply) Implementing a new performance or HR system Redesigning learning strategy or LMS platform Integrating AI or analytics into talent systems Overhauling performance review or calibration processes Launching a new internal mobility or career pathing framework Enhancing manager capability in talent conversations Other Please describe what other challenges are present:Write a description of the challenges or changes you're experiencing:What tools or systems are currently integrated within your HR and talent technology ecosystem?Select all that apply HRIS ↔ LMS (Learning Management System) – Employee data automatically feeds into learning and development systems. HRIS ↔ ATS (Applicant Tracking System) – Candidate and new-hire data flows directly into employee records. HRIS ↔ Performance Management System – Goals, reviews, and ratings sync between systems. HRIS ↔ Compensation or Total Rewards Tools – Pay and performance data integrated for analysis or merit planning. HRIS ↔ Finance / BI Tools (Power BI, Tableau, etc.) – Workforce data connects with financial or operational analytics. HRIS ↔ Engagement or Survey Platform (e.g., CultureAmp, Glint) – Employee feedback and engagement data integrated with HRIS. HRIS ↔ Recruiting / Onboarding Platform – Seamless transition from candidate to employee record. LMS ↔ Talent Marketplace or Skills Platform – Learning data connected to career pathing or skills intelligence tools. LMS ↔ Performance or Career Development Systems – Learning completions linked to goals or IDPs. DEI or Analytics Dashboards – Diversity, representation, or inclusion analytics integrated across data sources. No active integrations at this time. Other Please describe the HR tools or systems being utiilized :Write a description of the systems here:Supporting Materials:If available, please indicate which of the following materials your organization can share to support the readiness discussion. These documents can provide helpful context and data points for analysis. Check all that apply: List of core HR systems (HRIS, ATS, LMS, performance, analytics, etc.) System architecture or integration maps (how data flows between systems) Example dashboards or people analytics reports Data dictionary or key workforce metric definitions Leadership or business scorecard samples Reporting cadence or dashboard distribution process Analytics or BI platform overview (Tableau, Power BI, etc.) Workforce planning or predictive analytics models Upload Supporting Documents Here: Drop files here or Select files Max. file size: 2 GB. EVOLUTION = Innovation to Meet Market Demands & ExpectationsObjective: Identify how your organization positions itself in the marketplace leveraging PERSPECTIVE to benchmark effectively and EVOLUTION to stay ahead of future trends. Please indicate your organization's current level of development for each process. Rating Scale: Active = Consistently applied enterprise-wide and embedded in practice and culture Deployed = Operational and effective in several areas or divisions Emerging = Currently being developed, piloted, or refined Inactive = Not yet in place, paused, or information unavailable Please assess the maturity of your change and transformation practicesFormal change-management plans and frameworksActiveDeployedEmergingInactiveLeadership alignment and sponsorship during changeActiveDeployedEmergingInactiveCommunication strategies and stakeholder engagementActiveDeployedEmergingInactiveEmployee readiness and resilience planningActiveDeployedEmergingInactivePost-implementation reviews or “lessons learned” processesActiveDeployedEmergingInactiveIntegration of change metrics into performance or engagement dashboardsActiveDeployedEmergingInactiveChange Impact & Workforce ResponseHow has your workforce responded to recent organizational change? Highly Adaptive – Employees have responded positively; communication has been clear, engagement remains strong, and teams have adjusted quickly. Generally Adaptive with Some Challenges – Most teams have adjusted, though a few areas are still building comfort or clarity around the changes. Mixed Response – Some parts of the organization have adapted well, while others continue to experience confusion, resistance, or fatigue. Still Adjusting – The organization is in transition; employees are seeking more clarity, stability, or leadership direction before fully embracing the change. Experiencing Resistance – Significant skepticism or disengagement remains, and the organization is working to rebuild trust or momentum. Future Readiness & SupportPlease describe how your organization plans to strengthen future change capabilities including any upcoming transformation efforts, timelines, key stakeholders, or areas where additional support or partnership would be most valuable. Supporting Materials:If available, please indicate which of the following materials your organization can share to support the readiness discussion. These documents can provide helpful context and data points for analysis. Check all that apply: Organizational change or transformation roadmaps Change management strategy or playbook Communication plans for major organizational changes Stakeholder engagement or readiness assessments Post-implementation reviews or “lessons learned” summaries Culture or behavior change initiative summaries Leadership messaging or town hall materials from change initiatives Restructuring or merger integration plans Upload Supporting Documents Here: Drop files here or Select files Max. file size: 2 GB. EVOLUTION = Innovation to Meet Market Demands & ExpectationsObjective: Capture how your organization adapts to change, learns, and evolves — reflecting Evolution in action through leadership agility and workforce resilience. Please indicate your organization's current level of development for each process. Rating Scale: Active = Consistently applied enterprise-wide and embedded in practice and culture Deployed = Operational and effective in several areas or divisions Emerging = Currently being developed, piloted, or refined Inactive = Not yet in place, paused, or information unavailable Please assess the maturity of your external benchmarking practicesSalary or compensation benchmarkingActiveDeployedEmergingInactiveExternal talent pipeline insights (e.g., sourcing data, mobility trends)ActiveDeployedEmergingInactiveIndustry comparison for engagement, retention, or cultureActiveDeployedEmergingInactiveCompetitive intelligence on emerging skills or rolesActiveDeployedEmergingInactiveUse of external data to inform workforce or capability planningActiveDeployedEmergingInactivePeer & Market InsightsWhich competitors or peer organizations do you benchmark against for talent practices?What external trends are most influencing your HR objectives or priorities in the coming year?(Select all that apply) AI and automation Hybrid and flexible workforce evolution Upskilling and reskilling demands Diversity, equity, inclusion, and belonging initiatives Economic or geopolitical pressures Market competition for specialized talent Generational workforce shifts Sustainability and ESG expectations Other What other influences, if any, are affecting your priorities?Market ReadinessHow effectively does your organization translate external insights into action? Highly Effective - External benchmarks and market insights are regularly analyzed, discussed at leadership levels, and directly shape people strategy, programs, and decision-making. Results are tracked for measurable impact. Moderately Effective - External insights are reviewed and inform some strategies or initiatives, though integration into decision-making is not yet consistent across the organization. Developing - Benchmarking or market data is gathered occasionally but applied inconsistently. Actions may occur in isolated areas without cross-functional coordination. Limited / Not Established - External insights are rarely collected or leveraged to guide decisions. People strategy is primarily based on internal data or intuition. Please share examples of how benchmarking or market intelligence has recently influenced strategy, programs, or workforce decisions.Supporting Materials:If available, please indicate which of the following materials your organization can share to support the readiness discussion. These documents can provide helpful context and data points for analysis. Check all that apply: Salary or compensation benchmarking reports Industry or market comparison studies (engagement, retention, performance) External talent pipeline or labor market insights Prior consulting reports, HR audits, or diagnostic summaries Competitive intelligence on emerging roles or skills External workforce analytics or trend dashboards Benchmarking against peers or associations DEI benchmarking or representation comparison reports Upload Supporting Documents Here: Drop files here or Select files Max. file size: 2 GB. Submission & Next Steps Thank you for completing the PRIME Talent Readiness Needs Assessment This marks Step 1 in your organization’s PRIME Readiness Journey, your strategic health check to understand where your people systems stand today and what’s needed to evolve this next year. Your input will provide the necessary information for the Talent Readiness Executive Summary to be prepared which will highlight key insights, identify maturity findings, and provide data-driven recommendations to guide you through critical talent and leadership decisions. Next, our team will analyze your results and schedule an executive debrief session to review findings, align on priorities, and co-create a focused action plan for measurable progress. We look forward to partnering with you as you turn insight into strategy and prepare your organization to lead the future with clarity, alignment, and confidence.Confirmation & Data Privacy(Required) I acknowledge and agree.I confirm that the information provided reflects our organization’s current state to the best of my knowledge. I understand that all information shared through this assessment will be treated as confidential and used solely to prepare our organization’s Talent Readiness Executive Summary and recommendations.Signature(Required)Your NameYour NameYour NameYour Name
