Programs

People and HR · Facilitator-led

Role Design and Internal Matching

Role design with team input, filled from inside

Five rooms: a team assessment, a guided design document, a research report and two simulations. An HR business partner or organisation design lead runs it, and the team and group meet where it applies. Each simulation is built around the participant's role and seniority. Unlimited attempts.

5 rooms · about 2 hours 10 min

Start program

Who it's for: Managers at any level filling a role from inside: a vacancy, a stretch role, a reshaped role or a secondment, and the HR partner who runs it with them.
Format: Facilitator-led
Program sessions: 4

Who it's for

Managers at any level filling a role from inside: a vacancy, a stretch role, a reshaped role or a secondment, and the HR partner who runs it with them.

Output

One team synthesis of what is owned, what is dropped and which handoffs break, and a role design document with the single structural change and its trade-off named
A sourced report on what the market pays for the role, and a scored report on the matching conversation and on the conversation with the candidate who is not appointed, with the moment that earned each score
For the facilitator, a match record per candidate, an appointment with one named assumption and its signal, and the Role Clarity trajectory at day ninety
Scored against published frameworks: the RACI matrix, value-delivery process mapping, handoff failure diagnosis, capability gap classification, structured interviewing, evidence-based follow-up, high-stakes dialogue, care and challenge and clear communication

Program contents

Ownership mapping · Role Clarity
Role design · Operating Model Review
Market position · Salary & Compensation
Matching conversation · Delivering the decision · Candidate Interview · Difficult Conversation

How the program works

A four-week facilitator-led program for a manager filling a role from inside, built on Renatus. One multi-respondent team assessment, one guided design document, one research report and two simulation rooms · Four weeks, one room a week and two in the fourth, a live session with the team in week 1 and a decision meeting in week 4 · Unlimited attempts · Run again at day ninety and at every internal fill.

The rooms

Role Clarity

Assessment

Every member of the team answers on their own: their role title, what they understand their role to own, what they understand it not to own, what they believe their peers own, areas where ownership is unclear, work that gets dropped because no one believes they own it, and handoffs between roles that are breaking.

Operating Model Review

Framework

Set-up: company stage and headcount, the core value-delivery processes, current functional or team structure, where execution is currently breaking, and who the review is for.

Salary & Compensation

Research

Set-up: the user's perspective, the specific job title or role, industry or sector, geographic region and the specific countries, seniority level, years of experience and company size.

Candidate Interview

Simulation

Calibration: role title, interview stage (screening, first round, technical, final round or reference check), industry or sector, and a brief description of working context.

Difficult Conversation

Simulation

Calibration: the manager's role and seniority, the kind of conversation, who it is with and what is at stake.

Why this program exists

A manager filling a role from inside decides under pressures they rarely name: the vacancy is already costing the team, the candidates they had in mind are waiting, and the role description on file was written for the last person who held it. This program prepares them through a team synthesis, a guided design document, a sourced market report and two rehearsals, in that order, and the first room is the team. Ren synthesises the team's view of what is owned, what is dropped and which handoffs break; guides the manager through the design until the structural change and its trade-off are written down; researches what the market pays for the role; then plays the candidate in the matching conversation and the person who has to hear the decision.

What you'll achieve

One team synthesis, read with the team: what is dropped, which handoffs break, and the work the new role exists to take on
A role design document with the structural change and its trade-off named, ready for the manager's own manager
A sourced report on what the market pays for the role, with a confidence rating on every section
A scored report after each simulation with the moment that earned each score, and unlimited attempts at both, each a new scene, charted against every attempt before it

At a glance

Who it's for: An HR business partner or organisation design lead, running it for a manager filling a role from inside: a team lead vacancy, a stretch role, a reshaped role, a secondment. It runs for one manager with one role, or for a cohort of managers across a reorganisation, each with their own team and role. The team the role sits in responds in week 1; Ren needs three responses to synthesise. It assumes a real role, at least one internal candidate, and a manager who has agreed that the team defines the role before the candidates are discussed. The candidates are not participants: every report in the program is about the role, the team and the manager, not about them.
Cadence: 4 weeks
1: Ownership mapping · Role Clarity · Read Silently Dropped and Broken Handoffs; list every item; run the team session
2: Role design · Operating Model Review · Read Structural Change and the trade-off named; test it against the synthesis
3: Market position · Salary & Compensation · Read the compensation range against the band; agree the two sentences on the outside offer
4: Matching conversation · Delivering the decision · Candidate Interview · Difficult Conversation · Read Bias Awareness and Follow-through; hold the decision meeting

Session by session

Week 1: Ownership mapping

Show the team what is dropped and which handoffs break, and agree the work the new role exists to take on.

Role Clarity

Week 2: Role design

Turn the team's two sentences into a role design that names the structural change and its trade-off.

Operating Model Review

Week 3: Market position

Know what the market pays for the role before the internal offer is made, so the move is a real choice for the candidate.

Salary & Compensation

Week 4: Matching conversation · Delivering the decision

Rehearse the matching conversation and hold it for real with every candidate, rehearse the conversation with the candidate who is not appointed, then decide with the assumption written down.

Candidate Interview Difficult Conversation

The team defines the role, the manager designs it, checks the market and rehearses both conversations, over four weeks, before the appointment.

Start program

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability