The shift
Finding an issue still left the manager to work out the next step.
The original report gave each kind of result a different form. Large gauges led the first page, while charts and tables carried the detail. Guidance sat at the bottom. Managers had to piece the report together.
Interviews pointed to a clearer priority: help managers identify the issues that needed attention. I used that need to reorganise the page. The redesign gave the results, their context and the suggested actions distinct places.
The design
The overview and the detail had different jobs.
Compact scores gave the overview.
I reduced the visual weight of the summary gauges and kept the engagement, performance and leadership scores as compact rings. They give the page an overview. The detailed responses sit below, where individual issues can be compared.
Bars made the detailed results consistent.
I used horizontal bars across the detailed comparisons. The current result leads each row. A benchmark marker and a small change indicator add context without requiring another full chart.
Existing recommendations got their own column.
The recommendations were already supplied with the report. I placed them at the top of the right column, alongside the results. A manager can inspect the evidence and consult the guidance on the same page.
In use
The redesigned report went into use.
Line managers used the redesigned report. They gave positive feedback on the new format. The numbers were only part of this report's job.
I wanted managers to see which issues needed attention and have the existing guidance close at hand. Bringing them onto one page gave the report that focus.