As a 7Geese administrator, this guide will walk through what you need to know to setup and maintain your team on the platform. From permission throughout the app, to inviting the rest of your team, through to engagement on the product, this guide will provide both technical product how-to knowledge as well as best practices.
7Geese is setup with 3 permission levels: admin, manager, and non-management users. Here is a summary of what each level can do and access.
Download the permission matrix by clicking on the image below for a visual graph outlining the three levels of users below.
Administrators are indicated with a star next to their name on the people page and on their user profiles.
As an administrator, you can:
- Customize all organization settings such as creating badges, setting up feedback and 1-on-1 global templates, managing labels, and customizing the navigation menu.
- Set organization level objectives
- View all objectives listed with privacy restrictions
- Have access to all 1-on-1s saved in 7Geese regardless if they're finalized
- Delete recognitions and check-ins written by anyone (please note that modifications to objectives cannot be deleted from the feed)
- Add and manage other administrators
- De-activate and re-activate users
- Access to the reporting centre
- Edit any user's information
- Setup integrations
- Update billing details
Note: The only feature that administrators do not have super-user access to is Feedback. The feedback exchanged between team members are not viewable by administrators unless they are part of the feedback sessions.
Managers are indicated with a M next to their name on the people page and on their user profiles.
As a manager, you can have access to:
- Set departmental objectives
- Access to restricted objectives set by their direct reports
- Create department/team specific 1-on-1 templates shared with direct reports
- Create cycle templates and assign to your team
- Access to the reporting centre
Note: If you change reporting managers, the new manager will have access to all the previously done 1:1s with the direct reports, any feedback shared with previous manager and the restricted objectives.
All users, regardless if they have other permissions, have access to:
- Set and align individual objectives
- Check into personal objectives that you are a participant of
- Join-as stakeholder/follower to objectives
- Recognize peers/receive recognition
- Give and receive feedback to anyone
- Post to the feed of any objective
- Post to the general feed
- Complete 1-on-1s with your direct report
- Invite team members
Note: Some of these features are only accessible on our CPM tier.
Permissions cascade up: If you are an administrator or manager you have the permissions listed under in the user-level below.
The following are distinguishable permissions that can be changed:
- Editing departments.
- Creating department objectives.
- Allowing 1-on-1s tobe done with everyone, or just the manager and reporting tree.
Make sure you select the options that are right for your process: You can do this here.
Making someone an admin or manager
To assign manager or administrator permissions to a teammate, head to the People section of 7Geese.
From there, hover over the individual you'd like to change permissions for and from the drop down on the right, select edit user.
In the profile dialog, there will be two options for permissions at the bottom. Select the appropriate label and save your changes.
Get your department structure setup before adding people, or add new departments to existing departments as changes take place.
Adding a New and Editing Existing Department(s)
Manage or add new departments via the People > Departments section.
Add new departments at leisure through the New Department button, or alternatively hover over existing departments and access the edit or create sub-department option via the drop-down menu located to the right of any existing department.
NOTE: By default, we setup permissions for manager and administrators to manage and create departments. To make this change visit: Organization Settings > General > Editing Departments.
Cycles is where your team gets a dashboard view of their performance management and goal-tracking requirements. You can customize what is to be expected, including whether your cycle is quarterly, yearly, or triannually. By default a quarterly performance cycle will be assigned to every user.
Requirements for each user will appear as green bars when not yet completed. As time moves forward, cycles can be retrospectively assessed and exported.
Creating a new Cycle Template.
Access cycle templates through Cycles > Settings
- Edit existing default templates, add new templates, re-assign a new default template, or create department-specific templates.
Global 1-on-1 Templates
7Geese comes pre-loaded with templates to help you get started. You can edit these pre-existing templates or create new ones.
To get started head over to Organization Settings > 1-on-1s.
Adding or editing a template
On the right of the screen below 1-on-1 settings there will be three options
1. Create New Template: This is where you can start from scratch
2. Actions: This is where you can edit pre-loaded or pre-existing templates for your teams. You can also delete old or unused templates.
All templates created via Organization Settings are considered global templates. This means that all users in your 7Geese network will be able to select these templates when they have 1-on-1s.
Adding Questions and Details to New Templates
When creating a new template you will have options to add questions and descriptions for these questions to provide context or anything you think is important for an individual to know.
For each question in the example below, an accompanying descriptor is given to provide more information for the individual participating in the 1-on-1. They're used to help initiate thought encase someone is stuck for where to start.
When conducting a 1-on-1 this is how the questions and accompanying descriptors will appear:
Creating Personal Templates
Creating templates for your reporting tree, or, specific to just yourself navigate directly to the 1-on-1 page. From here, select Create New Template on the bottom right under 1-on-1 Templates.
If you create a template here, they will only be visible to you, and anyone that is up your reporting tree (IE/ your manager and their managers).
This will come in handy if your team has 1-on-1s open for everyone and you're frequently discussing similar topics with your peers.
Example 1-on-1 Templates
It can be tough to start from scratch, we understand! We've created a list of best practice templates from our industry experience. Feel free to use any of them, tweaking them to fit your culture best!
- What are the three most important things that you did this week?
- What are the three most important things that you are going to do next week?
- What’s going well in your role? Any big wins this week?
- What challenges are you facing?
- What do you want to talk about in our next 1-on-1?
- What are the top three things you have achieved, learned, and/or are proud of in this last quarter?
- What are your personal objectives and key results (OKR's) for next quarter (note ideas if not yet clear)? What challenges do you anticipate?
- How can you take your game to the next level in the next six months?
- What are three things that I can do to help you be more effective and engaged?
Goal Setting - First 30 Days
- What has surprised you the most in your first 30 days?
- Based on what you've seen, what do you believe your biggest and most important priority should be?
- Based on what you've seen, what do you believe your biggest challenges will be?
- Identify 5 goals / Key Objectives that have a time frame and state the intended result or outcome.
- Which position responsibilities do you view as most important? Why?
- Have there been any special circumstances that have helped or hindered you in doing your position this year? If yes, what were the circumstances and how did they affect yours work?
- List your most significant accomplishments or contributions during the past year?
- Since your last review conversation, have you performed any new tasks or additional duties outside the scope of your responsibilities? If so, please specify.
- Describe professional development activities that have been useful since last year (e.g. offsite seminars, onsite training, on-the-job experience)
- What would help you do your job better and provide greater job satisfaction?
- What kind of professional development activities would you like to do during the coming year?
90 Day Employee Review
- What’s gone well these first 90 days?
- Do you have the training and tools to do your job?
- Are there any processes you think we could do differently or better?
This walkthrough will provide insight on the privacy capabilities behind the feedback feature. With feedback, you can gain two types of insight into progress:
- Public feedback
- Private, only accessible to you feedback.
Feedback is an important part of learning and growth, so we want to ensure you can feel safe when asking for feedback, whenever you need from whoever you like, without worrying about consequences related to performance evaluations.
- Feedback responses are only available to you and the one person that gave you their response
(different feedback providers cannot see each others responses, but they can go back and see their own response)
- Managers, executives, and your 7Geese administrator cannot view asked questions or responses received.
(They can only see the date and quantity of feedback received/given per cycle in the reporting dashboard. Since feedback information is not available, information shared here cannot be used for performance evaluations unless the feedback asker decides to share the feedback.)
- All feedback is direct. 7Geese does not support anonymous, third party feedback, you know at all times who provided you with what feedback.
(You can ask for third party feedback, for example an HR leader needs to ask a team about a manager's performance, by using the 'notes' section to indicate who the feedback is being requested on behalf of. However, the HR leader will still see who responds with what answers.)
- You have complete control over deleting your feedback question and responses at anytime. The 7Geese admin cannot change any of your feedback.
Here's where you can set how you would like your feedback request to appear:
Recognition + Core Values
The nature, role, and function of core values in organizational success is foundational to the essence of culture and identity. Considered a central part of the value foundation of a corporate brand, defining core values support the vision of behaviour-based actions that lead to wins. Shaping the culture and reflecting what your organization values most is difficult behind closed doors.
Often the principles, beliefs or philosophy of organizational values are hidden behind multiple clicks on a website, or at the beginning of an employee handbook. As a result, many teams end up focusing mostly on the technical competencies that drive success, but often forget what the underlying reasoning behind their hard work.
If you communicate the WHY, helping everyone understand the PURPOSE, you can sell more and be successful, together.
Core values are the rules to run your business by. They also help with hiring purposes when it comes to cultural fit!
- Core Values = culture, vibe, identity.
- Core Values drive vision.
- Core Values remain relatively static.
- Core Values are established at the very beginning of a organization.
- Core Values drive motivation, self-enhancement, openness to change, and empowerment over performance.
- Core Values keep everyone aligned.
- Core Values show your true colours.
- Core Values build integrity and trust internally and communicate resilience.
It's important to make a distinction between core values and strategies:
- Core values are fixed regardless of the time and factors. They are also internal as well as external, affecting the behaviour-based performance within the organization while also impacting how others externally see what you value within a given snapshot of time.
- Strategies and practices should be changing all the time. They are the process to get success and sale.
Establishing strong core values provides both internal and external advantages to the company. Here's a few reasons why creating organizational core values is important:
- Team members can acknowledge their peers for embodying core values in day to day tasks. Making victories social and not just behind closed doors promotes ownership over performance. Creating a strong, cohesive identity provides clarity into how individual development leads to organization success.
- Core values help companies in the decision-making processes. For example, if one of your core values is to stand behind the quality of your products, any products not reaching the satisfactory standard can be automatically eliminated as they are no longer aligned.
- Core values educate your clients and potential customers about what the company is about and clarify the identity of your organization.
- Core values are key recruiting and retention tools. Job seekers are doing their homework on the identities of the places they are applying for, weighing whether organizations hold the values they consider as important. HR shouldn't have to struggle to find a fit, let them organically come to you!
Popular learning resources
- Distinguish your core values with vibes. Vibes are the emotional side of who you are as a team.
- Example: Work hard. Play hard. - Most people would question, Is that really a value? Would the above statement be true during an economic downturn? The answer is probably no, but that doesn't mean that you can't appeal to the empathetic part of employee morale.
Core Values Will Create Your Success - Curt Richardson, Found and CEO of Otterbox. [April 30th, 2012]
- Values of an organization come from the founder. They are established at the very beginning and influence how the team scales, how the vision is driven, and the people that turn a vision into reality.
- Core values must not only be accepted but truly believed by all other top level executives so it becomes ingrained in each and every employee along the way.
- Values are relatively static. Who you are as a person doesn't change radically, for most, and who your company is shouldn't either. As a company evolves so will its core values. These changes should be a fine tuning rather than a complete overhaul.
How To Keep Your Startup Vibe In A Rapidly Growing Company - Sandra Nguyen, VP of People and Culture @ Volusion, Inc. [August 27th, 2014]
- Feedback and reflection becomes everyone's opportunity - Having something that everyone knows they're contributing to empowers ownership over performance. This can boost retention and nurtures leaders, not followers.
Steve Jobs reflecting on Core Values and the next 10 Years. - [January 5th, 2012]
- "We're certainly a little more experienced, we're certainly more beat up, uh, but the core values are the same. And we come into work wanting to do the same thing today as we did five or ten years ago which is build the best products for people." - Steve Jobs
Creating a Recognition Program
The Recognition Center provides you with a detailed summary of each employee's recognitions as well as who have received the most recognitions based on each of your core values. Have a strategy on how you will use the data provided by the recognition center to measure and sustain your program. Here is one example goal you can have for your recognition program and how to measure it:
- Increase Alignment to Core Values
Every quarter you can measure how aligned employees are to your core values by looking at the total number of recognitions as well as the breakdown of recognitions for each core value. You can compare these numbers to the previous quarter to measure your progress. If employees are not being recognized for a specific core value, you can be proactive to promote that core value as explain below.
Aligning your recognition program with your core values promotes employee engagement and lowers turnover. Use your recognition program as an opportunity to talk about your company's core values.
Tips on giving recognition
Provide value-based recognitions to your employees while focusing on their behaviours. Encourage employees to write a detailed description on what the employee does to receive a recognition and how the behaviours are in line with the company's core values. For example, instead of "Good job on helping the customer", add more details to the recognition such as "You provided great customer service today by calling other stores to check whether they had the product that your customer really wanted. You have demonstrated that you value customer satisfaction which is one of our core values". Be an example to your employees in terms of what counts as a true recognition and they will follow.
Customize Your Core Values
This walkthrough will provide insight on how administrators on the 7Geese platform can create unique recognition badges to reflect core values and culture. You can edit an existing badge or create a new badge on a rolling-basis. 7Geese is pre-populated with core values to help you get started.
You can also have team specific badges. In bigger organizations, each team has its own sub-culture and values so we understand the importance of sending thank-you's specific to the micro-actions. You can create team specific badges to increase camaraderie and engagement within teams that might otherwise only stay internal to that specific team.
Note: Only 7Geese administrators are able to upload and edit recognition badges.
To get started, head to Organization Settings > Recognition. From there, you'll be able to create a new badge using the button on the top right, or edit existing ones.
Need some inspiration? Check out the recognition library we have on our resource page here.
Here's what the Recognition Center looks like once you get your program started!
After getting the platform setup, it's time to invite your team! will show you how to invite your colleagues so you can all stay in touch with progress your making as a team.
To invite a colleague head over to the people management section in-app.
Next, simply select 'invite users'.
From here, all you need to do is input their email address! You can also add a personalized note if you'd like.
Getting started can be overwhelming, we understand you. If you'd like to invite a batch of team members at once, use our bulk invite feature.
As an administrator, you are able to access Organization Settings. Here you are able to update the platform at a global level.
Using the Batch Invite feature, you can upload a .CSV file (CSV references 'comma separate values'. It is a non-stylized version of an excel file) containing employee's profile information en-bulk. This also allows you to populate the platform with ghost users until they register. This ensures your objectives can have owners and your ORG chart can be organized even prior to rolling out 7Geese to the rest of your team.
Prepping Your .CSV file
If you're unfamiliar with working with the .CSV extension is a plain text file with a list of data. Each new line in a csv file creates a new record when you upload.
The batch import feature allows you to import the following user profile information en-mass, without having to individually invite employees via the People tab. You can upload:
- First name
- Last name
- Employee's e-mail
- Their position/role in the organization
- Phone number
- The email of the employee's manager
- What department(s) [including sub-dept's] they work in
- The employee ID number
Your .csv file must follow this order of information to be uploaded correctly.
Important Notes About Prepping Your .CSV
- To add an employee to multiple departments you separate what departments they belong to with a semicolon, ;
- For sub-departments, use > to indicate the department they are under is inside a larger department
- For example, Susy is the Inside Sales Manager in the Sales Department, as well as the Internship Coach. Below is how you would input Susy's information into your .CSV file
- Sales>Inside Sales;Internship Dept
- The manager's email is used to build the organizational chart
Example .CSV Files
In all the below examples we have a 5 person organization
** Bold text indicates required information
1. Notepad, Word, Pages, or any form of a Text Editor
Since CSV stands for comma separated values, you are able to use any form of text writer to generate a list of employees for bulk importation using commas to separate each of the required and optional a .csv file by hand following the format shown above. Save your file with a .csv extension instead of .txt.
2. Via Any Form of Spreadsheet Tool
- Be sure to follow the same order as you go across the row. You will begin in Column A with the employee's first name, ending in Column H with their employee ID. For any optional fields that are unknown be sure to leave them blank.
2. When saving be sure to change the file extension to .CSV
Getting Your Data Imported
Here's a visual of what Batch Invite looks like under the organization settings area.
Setup Reporting Managers
Once your team is in the platform, you can change or add reporting managers. Within 7Geese all actions are tied to an individual user - this means that if your reporting manager changes you won't lose valuable past notes that were taken during 1-on-1 sessions or feedback gathered from your previous manager. Your new manager will join your reporting tree and have access to this information as well so they can stay up to date with your current progress.
To change your reporting manager, head to your account settings.
Once you've made the change it'll be reflected in your personal profile.
Administrator Permissions: As an administrator of the platform you can also change a team members reporting manager using our enhanced user management features.
User Management Tools
As an administrator, you now have the option to make bulk changes to reporting managers, departments, employee IDs, and other small changes that will save you time as you manage your network. Employees can come here, or visit the ORG chart to see who is in what team, how their departments fit within the grand scheme of the organization, or, as use this page as quick reference for contact information.
There are various filters that have been added, including:
- Editing reporting managers
- Creating and assigned sub-departments and departments
- Adding users one-by-one, or en-bulk
- Making someone a platform administrator
- Deactivation and reactivation of accounts
- Add employee IDs
- Edit phone numbers, titles, or reporting managers
7Geese's ORG chart has a ghost-report functionality. It can help your team visualize what roles are empty across your organization for better talent management at a glance.
- Vacant reports can only be created under active users
- You can not assign objectives to vacant users
- Ghost vacancies should only be used temporarily - we encourage getting all team members signed up!
It's important to keep your platform updated with your team's correct information. Part of this process is deactivating team members that are no longer actively contributing to the platform. This walkthrough will guide you through how to manage your network's users.
There are two workflows you can utilize to deactivate users:
- User-by-user through the hover-over drop down dialogue
- En-bulk using the with selected filter
To begin either process head over to the People section via the secondary top navigation.
Individual user deactivation
If you're looking to deactivate one user simply hover over that individual and a drop down dialogue will appear on the right. From here select deactivate user.
Every time you deactivate a user you will be prompted to verify this selection.
If you're looking to deactivate more than one user use the select boxes to the left of each individual's profile photo. Once you have selected everyone you wish to deactivate, use the With selected filter at the top of the list and select deactivate.
Every time you deactivate multiple users you will be prompted to verify this selection.
Please contact email@example.com for further questions or if you believe something is missing, misrepresented, or outdated.