For HR & People teams
Development conversations your managers can actually have.
Decode Office gives every person a profile they own and understand, lets them share it with their manager by consent, and turns the two together into a development plan you can both see moving. Not another report nobody reads.
The quickest way to evaluate this is to take the assessment yourself — it takes about ten minutes and you will know within one screen whether the read is any good.
What this is for
Three things go wrong with development in most organisations. They are all the same problem: the insight and the conversation never meet.
Psychometrics that die in a drawer
You pay for profiling at onboarding or at a leadership programme. Six weeks later nobody can find the report, and no manager has changed a single thing they do.
Development plans written once a year
Objectives get copied forward, the wording gets vaguer, and nobody can say what would actually have to change for a promotion to be realistic.
Managers who want to develop people and don't know how
They can see someone is stuck. They can't see why, and they have no language for it beyond "more visibility" and "more confidence".
What your managers can do today
live nowEvery employee builds their own profile
A structured assessment covering everyday working style, what changes under pressure, what they'll trade off for, how accurately they read people, and how they adapt. It feeds their coaching from day one, so it stays alive rather than becoming a PDF.
They can argue with it — and that improves it
People read conclusions about themselves and disagree. Instead of ignoring that, the profile explains how it reached each one and what the pattern looks like day to day. If they still disagree, it asks targeted questions and re-scores. Disagreement becomes evidence rather than friction.
They share it with their manager, on their terms
The employee generates a share code and picks section by section what it includes. The manager opens it with that code and a secret the employee sets. Nothing moves without the employee doing it.
The manager builds a plan grounded in both sides
They add what they have actually observed, name the role they're developing the person towards, and get a plan that connects the two — with the reasoning stated, and the actions split between the two of them rather than all landing on the employee.
Both of you can see it move
The plan is a shared document with a version history, a comment thread, and actions either party can tick. It is the thing the next one-to-one is actually about.
Role readiness, honestly
Paste a job description and get a competency-by-competency read of where someone stands against it, including why each gap exists in behavioural terms — useful for succession conversations and for telling someone "not yet" in a way they can act on.
Consent, privacy and the awkward questions
You are the one who will be asked whether this is fair, whether it can be used against someone, and what happens when a person says no. The answers are built into the product rather than promised in a policy.
The employee owns the profile, not the company
It is theirs, it stays with them, and nothing reaches you unless they share it. That is what makes people answer honestly — and an assessment people game is worth nothing to you.
Consent means seeing the actual report
Before a share is created, the employee is shown exactly what the recipient will read — the real thing, not a summary of it. Ticking a box labelled "scores" is not informed consent.
Two factors, and a full audit trail
A share needs the code and a secret the employee sets separately. They can see every time it was opened, and withdraw access in one click — after which it goes dark immediately, not at session expiry.
Coaching conversations are never shareable
What someone discusses with Yusra, and the behavioural patterns extracted from it, cannot be included in any share at any setting. There is no configuration that exposes them, and the restriction is enforced in one place and tested against it.
One thing worth saying plainly: this measures working style and preference. It is not a measure of ability, intelligence or worth, it should never be the sole basis for a decision about someone, and every report we generate says so on the page rather than in a footnote.
What we're building next
not available yetListed separately because you should not have to discover the boundary during a pilot. If either of these is what you actually need, tell us — it moves what we build next, and we would rather have that conversation now than sell you something that isn't there.
Assessing candidates for a role you're hiring
Invite candidates to take the personality assessment plus a competency assessment built from the role, and get a structured read on fit, leadership outlook, development areas and the interview questions worth asking.
Organisation accounts
Multiple managers under one org, shared role frameworks, and seat-based billing rather than individual subscriptions.
How a rollout actually goes
- 1
Start with one team
Ten to fifteen people and their manager. Everyone takes the assessment; nothing is shared yet.
- 2
Let people read their own profile first
They review it, push back on what doesn't fit, and correct it. This is the step that earns their trust, and skipping it is how these programmes fail.
- 3
Managers get access by invitation, not by default
Each person decides what to share and with whom. Some will share everything, some a subset. Both are fine.
- 4
One development conversation per pair
The plan comes out of that conversation rather than replacing it. You'll know inside a fortnight whether managers are using it.
Tell us about your team
How many people, what you are trying to fix, and when. We will come back with pricing and a rollout that fits — or tell you honestly if this isn't the right thing for you yet.