Talent intelligence for every leader you have
Spherikal brings assessment, development, engagement and performance data into one place, then puts it to work for the person it is about. We built it, and our own engagements run on it.
Why it exists
You already employ hundreds of the people who could be running the business in five years. You cannot say which ones, and you cannot develop all of them the way you develop the top fifty.
Coaching works and it does not scale. Assessment scales and then sits in a report nobody opens. Engagement gets measured once a year and changes nothing in between. Performance runs in a different system again, operated by people who have read none of the above.
Spherikal is what those four look like when they stop being separate exercises. The evidence builds while people use it, so the picture sharpens between cycles instead of going stale. In practice it is how an organization pushes executive-grade development deeper than the handful of people who get a coach.
Most people are managed by somebody who has never read a word about them
Every manager you have is running on what they remember. Reading everything measured about twelve people, and holding it in mind on the day it matters, is a job nobody has the hours for.
What a project does once, this does every day
Reason Talent runs assessment, performance, team effectiveness and engagement measurement as engagements, for the people senior enough to get one. Spherikal runs the same four continuously, for everybody else, off one set of facts about each person.
The person
Development of the kind that normally only arrives with an executive coach, for somebody who was never going to be given one. Their assessment, their history and their goals in one profile they can ask questions of, rather than a report that lands once and gets filed.
Their manager
What a coach would have told them about each of their people, on the day they need it rather than in next year's cycle. Most managers are running on memory; this is the same information, written down and current.
The team
Where the strength actually is, which two people are likely to grind against each other, and the early signal that a team is coming apart before anyone says so out loud.
The organization
Where development gaps sit, where leadership strength is concentrated, and where potential is going unused. Read across the whole population rather than inferred from the people senior enough to get noticed.
See it on your own data
The product site has the full picture, including how it handles what you already hold.