What is PeopleAnalyst?

PeopleAnalyst is the front door for people-analytics research: 205+ works indexed and profiled, 40+ citation-grade findings extracted, and peer-reviewed behavioral science translated from academic to actionable — the missing manual for the people analytics you always meant to do.

What is people analytics?

People analytics is not a dashboard. It is behavioral science and statistical inference applied to workforce decisions — a discipline with its own methodology, spanning measurement, organizational design, talent, leadership, and analytics craft.

Why does AI in HR need measurement science?

AI is being deployed in high-stakes people decisions — hiring, performance, attrition — without the measurement science to evaluate whether it works or whom it harms. Construct validity, effect sizes, and criterion validity are the vocabulary for asking an AI vendor the right questions.

How is the research made accessible?

The evidence is indexed and searchable: 205+ works, 40+ citation-grade insight cards, and 8 research arcs, so the right finding reaches the right decision at the right time.

What separates good people measurement from assertion?

Good measurement has a method: construct validity, reliability, and effect-size interpretation are not optional — they are what separates evidence from assertion.

library / lib03212cd003544bbe

Traction_ Get a Grip on Your Business

In a sentence

A practical operating system (EOS) that helps entrepreneurial leaders strengthen six key components of their business to gain control, traction, and growth.

Traction presents the Entrepreneurial Operating System (EOS), a holistic, practical framework distilled from over a decade of hands-on work with entrepreneurial leadership teams. Rather than offering theory or silver-bullet fads, Gino Wickman shows how every great organization is built by strengthening six interdependent components—Vision, People, Data, Issues, Process, and Traction—using a small set of simple, proven tools like the Vision/Traction Organizer, the Accountability Chart, the People Analyzer, the Scorecard, the Issues Solving Track, core process documentation, Rocks, and a disciplined Meeting Pulse. For business owners frustrated by lack of control, the wrong people, insufficient profit, hitting a growth ceiling, and failed quick fixes, Traction provides a concrete, repeatable way to clarify a shared vision, put the right people in the right seats, manage by numbers, solve issues permanently, systemize the business, and execute relentlessly in 90-day cycles—turning a chaotic company into a well-oiled, self-sustaining machine.

The four lenses

Science
Statistics
Systems
Strategy

Create Accountability Chart

To clarify roles, responsibilities, and reporting structure within the organization, ensuring the right people are in the right seats.

When to use: This is a foundational step when first implementing the operating system and should be reviewed quarterly or annually.

Step 1Define the ideal organizational structure based on the major functions required to run the business.
Entry: Leadership team is committed to structuring the company for the greater good.
Exit: A functional organizational chart with all key seats defined is created.
- What are the essential functions of the business?
In: Understanding of core business functions · Out: A draft Accountability Chart with empty seats
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Step 2Define 5-7 primary roles and responsibilities for each seat on the chart.
Entry: The draft Accountability Chart is complete.
Exit: All seats have clearly defined responsibilities.
In: Draft Accountability Chart · Out: Accountability Chart with defined roles
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Step 3Place people in the seats where they 'Get it, Want it, and have the Capacity to do it' (GWC).
Entry: Roles for each seat are clearly defined.
Exit: Each seat is filled with a person who meets the GWC criteria.
- Does the person truly understand the role (Get it)?
- Do they genuinely want the role (Want it)?
- Do they have the skills and time for the role (Capacity)?
In: List of current employees, Accountability Chart with defined roles · Out: A provisionally filled Accountability Chart
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Step 4Use the People Analyzer to assess if each person aligns with the company's core values.
Entry: Company core values are defined.
Exit: Every person on the chart has been assessed for core value alignment.
- Does this person consistently demonstrate our core values?
In: Defined core values, List of employees · Out: Assessment of each employee's cultural fit
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Step 5Make necessary team changes based on the GWC and People Analyzer assessments.
Entry: GWC and People Analyzer assessments are complete for all team members.
Exit: The final Accountability Chart has the right people in the right seats.
- Should a team member be retained, realigned, or let go?
In: Completed GWC and People Analyzer assessments · Out: Finalized Accountability Chart
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Develop and Implement the Vision/Traction Organizer (V/TO)

To simplify strategic planning by defining, documenting, and sharing the company's vision, ensuring everyone is aligned and moving in the same direction.

When to use: Initially when setting the company's strategic direction, and reviewed and updated at least annually.

Step 1Define the company's core values and core focus.
Entry: Leadership team is assembled and committed to the process.
Exit: Consensus is reached on 3-5 core values and a clear core focus statement.
- What are our non-negotiable guiding principles?
- What is our purpose, cause, or passion?
In: Leadership team insights · Out: Defined core values and core focus
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Step 2Set a 10-Year Target and develop a marketing strategy.
Entry: Core focus is defined.
Exit: A clear 10-Year Target and a documented marketing strategy are established.
- What is our big, hairy, audacious goal?
- Who is our ideal customer?
In: Core focus statement · Out: 10-Year Target, Marketing Strategy
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Step 3Create a detailed Three-Year Picture.
Entry: 10-Year Target is set.
Exit: A clear, documented Three-Year Picture is agreed upon by the leadership team.
- What must the company look, feel, and be like in three years to be on track for the 10-Year Target?
In: 10-Year Target · Out: Three-Year Picture document
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Step 4Establish a One-Year Plan with specific, measurable goals.
Entry: The Three-Year Picture is complete.
Exit: A one-year plan with 3-7 key priorities is finalized.
- What are the most important things we must accomplish this year to stay on track?
In: Three-Year Picture, Financial data · Out: One-Year Plan
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Step 5Define Quarterly Rocks and maintain an Issues List.
Entry: The One-Year Plan is established.
Exit: The current quarter's Rocks are set and an initial Issues List is populated.
In: One-Year Plan · Out: Quarterly Rocks, Issues List
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Step 6Share the completed V/TO with the entire organization.
Entry: The V/TO document is finalized by the leadership team.
Exit: All employees have been presented with the V/TO.
In: Completed V/TO document · Out: Organizational alignment and buy-in
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Step 7Reinforce the vision consistently across all communication channels.
Entry: The V/TO has been shared with the organization.
Exit: The vision is a regular part of organizational communication.
In: Completed V/TO · Out: Sustained alignment and clarity
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Set Quarterly Rocks

To establish the 3-7 most important organizational priorities for the next 90 days, creating intense focus and clear accountability.

When to use: Every 90 days during quarterly planning meetings.

Step 1Review the V/TO and One-Year Plan with the leadership team.
Entry: The quarterly planning meeting is convened.
Exit: The team is re-aligned on the company's strategic direction.
In: Vision/Traction Organizer (V/TO) · Out: Shared context for priority setting
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Step 2Brainstorm and list all potential priorities for the upcoming quarter.
Entry: Team is aligned on the V/TO.
Exit: A comprehensive list of 10-20 potential Rocks is created.
In: Leadership team ideas, Issues List · Out: A long list of potential Rocks
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Step 3Debate, discuss, and narrow the list down to the 3-7 most critical priorities.
Entry: A long list of potential Rocks exists.
Exit: A final list of 3-7 Company Rocks is agreed upon.
- Which of these priorities will have the biggest impact on achieving our One-Year Plan?
In: Long list of potential Rocks · Out: Finalized list of Company Rocks
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Step 4Ensure each Rock is specific, measurable, attainable, relevant, and time-bound (SMART), and assign a single owner.
Entry: The final list of Company Rocks is agreed upon.
Exit: Every Rock is SMART and has one owner.
- Who is the single person ultimately accountable for this Rock's completion?
In: Finalized list of Company Rocks · Out: SMART Rocks with assigned owners
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Step 5Document all Company and individual Rocks on a Rock Sheet for visibility and tracking.
Entry: All Rocks are finalized and assigned.
Exit: A completed Rock Sheet is created.
In: Finalized Rocks · Out: Rock Sheet
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Step 6Review progress on Rocks weekly in the Level 10 Meeting to ensure they stay on track.
Entry: The quarter has begun.
Exit: All Rocks are reviewed weekly for status (on-track/off-track).
In: Rock Sheet · Out: Weekly status update on all Rocks
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Implement Meeting Pulse and Level 10 Meetings

To establish a structured and consistent meeting rhythm that drives accountability, resolves issues, and keeps the team aligned and focused.

When to use: This is an ongoing, weekly process that forms the execution heartbeat of the organization.

Step 1Establish a consistent meeting pulse: weekly Level 10 Meetings, quarterly planning meetings, and an annual planning meeting.
Entry: Leadership team commits to a structured meeting cadence.
Exit: A full calendar of recurring meetings is scheduled.
In: Team calendars · Out: Scheduled meeting pulse
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Step 2Schedule the weekly Level 10 Meeting for 90 minutes on the same day and at the same time, and start on time.
Entry: The meeting pulse is established.
Exit: A recurring 90-minute weekly meeting is on the calendar.
- What day and time works best for the team to consistently attend?
Out: Scheduled Level 10 Meeting
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Step 3Follow the standardized Level 10 Meeting agenda without fail.
Entry: The meeting has started.
Exit: All agenda items are covered in the allotted time.
In: Scorecard, Rock Sheet, Issues List · Out: Completed meeting
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Step 4Dedicate the majority of the meeting (typically 60 minutes) to solving the most important issues using the IDS method.
Entry: The reporting section of the agenda is complete.
Exit: The top 1-3 issues are identified, discussed, and solved.
- Which issues on our list are the most important to solve right now?
In: Prioritized Issues List · Out: Resolved issues with new To-Dos
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Step 5Conclude the meeting by recapping the new To-Do list and having each member rate the meeting on a scale of 1-10.
Entry: The IDS portion of the meeting is complete.
Exit: The meeting is concluded with a clear action plan and a quality rating.
Out: A list of new To-Dos with owners, Meeting rating
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Step 6Conduct off-site quarterly and annual meetings to review past performance and set the next period's goals and Rocks.
Entry: The end of a quarter or year is approaching.
Exit: The next quarter's/year's Rocks and goals are set.
In: V/TO, Previous quarter's performance data · Out: New Quarterly Rocks, Updated One-Year Plan
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Develop and Maintain Performance Scorecard

To track a handful of key metrics on a weekly basis, providing an objective, at-a-glance view of the business's health and performance.

When to use: The scorecard is created once and then updated and reviewed weekly as part of the Level 10 Meeting.

Step 1Identify 5-15 key, activity-based metrics that provide a pulse on the business.
Entry: Leadership team is gathered to create the scorecard.
Exit: A list of 5-15 critical metrics is agreed upon.
- What weekly activities drive our business success?
In: Understanding of organizational goals, Knowledge of key business drivers · Out: List of scorecard metrics
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Step 2Assign a single owner who is accountable for each metric.
Entry: The list of metrics is finalized.
Exit: Every metric has a single, named owner.
In: List of scorecard metrics, Accountability Chart · Out: Metrics with assigned owners
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Step 3Establish a weekly goal for each metric.
Entry: Metrics and owners are assigned.
Exit: Every metric has a defined weekly goal.
In: One-Year Plan · Out: Metrics with goals
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Step 4Design a simple scorecard to display the metrics, owners, goals, and 13 weeks of results.
Entry: Metrics, owners, and goals are defined.
Exit: A scorecard template is created.
In: Tools for scorecard creation (e.g., spreadsheet) · Out: Scorecard template
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Step 5Review the scorecard every week in the Level 10 Meeting.
Entry: The scorecard is updated with the previous week's data.
Exit: The scorecard has been reviewed and any off-track numbers noted.
- Is this off-track number an issue that needs to be added to the Issues List?
In: Updated weekly scorecard · Out: Insights into business performance, Potential new issues for the Issues List
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Identify and Solve Issues

To create a systematic and disciplined way to identify, prioritize, and resolve all organizational challenges, obstacles, and opportunities.

When to use: This is a continuous process, with the solving component happening primarily during Level 10 Meetings.

Step 1Create and maintain multiple Issues Lists for different contexts.
Entry: The organization has committed to open problem-solving.
Exit: Structured Issues Lists are established and accessible.
In: Stakeholder insights, Organizational challenges · Out: Organized Issues Lists
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Step 2Foster an open environment where all team members add issues to the lists as they arise.
Entry: Issues Lists are created.
Exit: Issues are continuously being added to the lists by all team members.
Out: A comprehensive, up-to-date repository of organizational issues
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Step 3During the Level 10 Meeting, prioritize the top 1-3 issues from the list to be solved.
Entry: The team has reached the IDS section of the meeting agenda.
Exit: The top issues for the session are selected.
- Which issue, if solved, would have the greatest positive impact?
In: The current Issues List · Out: A prioritized short-list of issues
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Step 4Use the 'Identify, Discuss, Solve' (IDS) track for each prioritized issue.
Entry: An issue has been selected for solving.
Exit: The issue has been processed through all three IDS steps.
In: A single, prioritized issue · Out: A solved issue
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Step 5Identify: Dig deep to find the root cause of the issue, not just the symptoms.
Entry: The IDS process has begun for an issue.
Exit: The team agrees on the true root cause of the issue.
Out: A clear definition of the root problem
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Step 6Discuss: Allow every team member to contribute their perspective openly and honestly.
Entry: The root cause has been identified.
Exit: A full and open discussion has occurred.
In: The defined root problem · Out: A range of potential solutions and considerations
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Step 7Solve: Conclude the discussion with a clear solution and create a concrete action item (To-Do) assigned to one person.
Entry: The discussion is complete.
Exit: A specific action item is created and assigned to one person to be completed within 7 days.
- What is the best solution to implement right now?
In: Potential solutions · Out: A new To-Do on the weekly action list
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Document and Systematize Core Processes

To identify, document, simplify, and ensure adherence to the handful of core processes that run the business, creating consistency, efficiency, and scalability.

When to use: This is typically done after the foundational tools are in place, and the documented processes are used continuously.

Step 1Identify the 3-7 core processes that are essential to the business.
Entry: Leadership team is committed to systemizing the business.
Exit: A list of core processes to be documented is finalized.
- What are the most critical workflows in our organization?
In: Knowledge of existing workflows · Out: List of core processes
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Step 2Document the key steps of each core process, focusing on the 20/80 rule.
Entry: Core processes have been identified.
Exit: Each core process is documented with its essential steps.
In: Collaboration with team members involved in the process · Out: Documented core processes
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Step 3Compile all documented processes into a single company playbook.
Entry: All core processes are documented.
Exit: A consolidated company process manual is created.
In: All documented processes · Out: A company playbook or process manual
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Step 4Train all employees on the documented processes to ensure understanding and consistency.
Entry: The company playbook is complete.
Exit: All relevant employees have been trained on the processes.
In: Company playbook · Out: A trained workforce
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Step 5Ensure leadership consistently follows and manages to the documented processes.
Entry: Training is complete.
Exit: Processes are consistently followed across the organization.
In: Leadership commitment · Out: Improved operational consistency
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Step 6Regularly review and simplify processes to eliminate redundancy and improve efficiency.
Entry: Processes are being followed.
Exit: Processes are updated to reflect improvements.
- Is there a simpler, better way to do this?
In: Feedback from employees, Performance data · Out: Streamlined core processes
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Assign Individual Measurables

To create clarity and accountability for every person in the organization by giving them at least one meaningful number to track their performance.

When to use: This is implemented after the Accountability Chart and Scorecard are established, and the numbers are reviewed regularly.

Step 1Identify a single, meaningful, activity-based number for each employee that reflects their core responsibilities.
Entry: The Accountability Chart is complete and roles are clear.
Exit: Every employee has an identified measurable.
- What is the most important result this role should produce?
In: Completed Accountability Chart · Out: A list of employees and their assigned measurable
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Step 2Communicate the number and its goal clearly to each individual.
Entry: A measurable has been identified for an employee.
Exit: The employee understands and agrees to their measurable and goal.
In: The assigned measurable · Out: Employee clarity and alignment
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Step 3Create a culture where everyone is aware of and accountable for their number.
Entry: All employees have been assigned their measurable.
Exit: A culture of accountability around measurables is established.
Out: A culture of performance and accountability
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Conduct Organizational Checkup

To periodically assess the strength of the organization across all key components of the operating system and identify areas for improvement.

When to use: At least biannually to gauge progress and identify new priorities.

Step 1Gather the leadership team and have each member individually rate the organization on 20 specific statements on a scale of 1 to 5.
Entry: It is time for the scheduled biannual or annual checkup.
Exit: All leadership team members have completed their individual ratings.
In: Organizational Checkup assessment form · Out: Individual ratings from each leader
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Step 2Calculate the total score to determine the overall percentage score of organizational strength.
Entry: All individual ratings are complete.
Exit: An overall percentage score is calculated.
In: Completed ratings · Out: Overall organizational strength score
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Step 3Discuss the ratings as a team to identify the biggest gaps and areas of weakness.
Entry: The overall score is calculated.
Exit: The top 3-5 weaknesses are identified and agreed upon.
In: Aggregated scores · Out: A list of key organizational weaknesses
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Step 4Add the identified weaknesses to the Issues List for resolution.
Entry: Key weaknesses have been identified.
Exit: All identified weaknesses are on the Issues List.
In: List of key weaknesses · Out: Updated Issues List
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Step 5Use the insights from the checkup to help set future goals and Rocks.
Entry: Weaknesses are on the Issues List.
Exit: The checkup results have been used as input for strategic planning.
In: Updated Issues List · Out: Informed goals and Rocks for the next period
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Maintain Leadership Alignment (Same-Page Meetings)

To ensure alignment, resolve conflicts, and maintain a strong, united front among leadership partners.

When to use: On a regular, recurring basis, such as monthly.

Step 1Schedule a recurring monthly meeting to reconnect and address concerns.
Entry: Leadership partners agree to the need for regular alignment.
Exit: A recurring meeting is on the calendar.
In: Partner schedules · Out: Scheduled Same-Page Meeting
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Step 2Openly discuss any issues, grievances, and updates.
Entry: The meeting has started.
Exit: All current issues between the partners have been surfaced.
Out: A list of issues to be resolved
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Step 3Work collaboratively to resolve conflicts and maintain a united front.
Entry: Issues have been surfaced.
Exit: A resolution or path forward is agreed upon for each issue.
In: List of issues · Out: Resolved conflicts, Agreed-upon action items
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Resolve Interpersonal Conflicts

To provide a structured process for resolving interpersonal conflicts between two team members, improving team health and collaboration.

When to use: When an interpersonal issue is hindering team performance and cannot be resolved informally.

Step 1Bring the two conflicting individuals together with a facilitator (typically their manager).
Entry: An unresolved interpersonal conflict has been identified.
Exit: A facilitated meeting is scheduled.
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Step 2Each person prepares and shares their perspective on the other's strengths and weaknesses.
Entry: The meeting has begun.
Exit: Both parties have shared their perspectives without interruption.
Out: Shared understanding of each other's perspectives
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Step 3List all underlying issues causing the conflict.
Entry: Perspectives have been shared.
Exit: A comprehensive list of the issues is created.
Out: A list of all underlying issues
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Step 4Collaboratively discuss and solve each issue on the list.
Entry: The list of issues is complete.
Exit: Solutions have been agreed upon for all major issues.
In: List of issues · Out: Agreed-upon solutions
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Step 5Document clear action items with owners to implement the solutions.
Entry: Solutions have been agreed upon.
Exit: A list of action items is documented.
In: Agreed-upon solutions · Out: Action plan for resolution
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Step 6Schedule a follow-up meeting to review the completion of action items and check on the relationship.
Entry: The initial session is complete.
Exit: A follow-up meeting is scheduled.
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Practice Strategic Reflection (Clarity Break)

To provide leaders with dedicated, uninterrupted time for strategic thinking, reflection, and high-level problem-solving.

When to use: On a regular, scheduled basis (e.g., weekly, bi-weekly, or monthly).

Step 1Schedule regular, uninterrupted time in your calendar for the clarity break.
Entry: A leader commits to the practice of strategic reflection.
Exit: Recurring time blocks are scheduled in the leader's calendar.
Out: Scheduled clarity breaks
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Step 2Choose a location outside of the normal office environment to avoid distractions.
Entry: It is time for a scheduled clarity break.
Exit: The leader is in a distraction-free environment.
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Step 3Spend the time thinking about the business at a high level.
Entry: The clarity break has begun.
Exit: The scheduled time has been spent in strategic thought.
In: V/TO, Organizational Checkup results · Out: Strategic insights, Potential solutions to complex problems
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Step 4Return to the office with renewed focus and clarity to share with the team.
Entry: The clarity break is over.
Exit: The leader is back in the office, ready to implement new insights.
In: Insights from the clarity break · Out: Clearer communication, Better-informed decisions
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A candidate measure

Traction_ Get a Grip on Your Business — derived measurement candidates

Leadership Readiness (Letting Go of the Vine)

Leadership self-assessment of openness/growth/vulnerability; Facilitator observation of team cohesion; Number of functions delegated by the founder