Lattice Advisory Services

Jumpstart Your Strategy with People Program Models

People Program Models, developed by Lattice Advisory Services, are six proven frameworks to help guide your people strategy. Take our 2-minute assessment to see which model best fits your organization.

Find the Model That’s Right for You

Every organization is different and needs a unique people strategy. With our six defined models, anchor on a set of practices to build your people program.

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Semi-Annual Reviews and Surveys

We like to call this one the “Goldilocks” of the people program models. In the vast majority of cases, Lattice’s Advisory Services team finds that semi-annual performance reviews and engagement surveys give companies a perfect mix of practicality and user experience. Even if you’re still developing your feedback culture, the 2x2 model is flexible and gives everyone enough opportunity to reflect on performance while sharing enough data with HR leaders and managers without risking survey fatigue.

Who should choose this model?
  • Companies of any size

  • Those with predictable growth

  • Industries not subject to frequent, destabilizing change 

  • Workplaces with ample cross-team collaboration

Semi-Annual Reviews and Quarterly Surveys

Like the 2x2, the 2x4 model works for companies of any size as long as their growth is predictable. The key difference is that more frequent surveying is best
suited for organizations with autonomous teams. And in circumstances where departments work on highly specialized projects that don’t intersect, we recommend department-level surveys to give you specific, actionable feedback consistently. In either case, companies that implement the 2x4 model should consider alternating between company-wide and department surveys every quarter.

Who should choose this model?
  • Companies of any size

  • Those with predictable growth

  • Industries not subject to frequent, destabilizing change 

  • Workplaces with largely independent/autonomous teams

Quarterly Reviews and Semi-Annual Surveys

In fast-paced environments, implementing a 4x2 program model empowers managers to give relevant, timely feedback. This approach aligns well with quarterly goal setting, meaning that OKRs could end up guiding much of the evaluation. Another way to distinguish quarterly reviews like these is to break them out into two categories: performance reviews and development reviews. For example, traditional performance reviews might occur in January with development reviews scheduled every quarter for the rest of the year. These lightweight reviews encourage teams to reflect on the prior quarter and set and check in on career development goals as well.

Who should choose this model?
  • Those with predictable growth

  • Few abrupt changes in business or market 

  • Roles and responsibilities shift quickly

Quarterly Reviews and Surveys

For some companies, change is the only constant. Employee roles and responsibilities might change quarter by quarter.
Promotions might take just months, not years, to earn. The business may be subject to dramatic pivots or explosive headcount growth, effectively being forced to reinvent itself every few months. In environments like these, more frequent reviews and surveys may be what’s needed to keep up.

Who should choose this model?
  • Workplaces where goals, roles, and responsibilities shift quickly 

  • Business or market context in flux

  • Highly independent, autonomous team

Annual Reviews and Semi-Annual Surveys

With just one review and two engagement surveys, the 1x2 model is one of the most lightweight models available. However, while easiest to administer, Lattice’s Advisory Services recommends choosing a more robust model in most cases. 

Still, there are environments where the 1x2 may be a viable option. Companies with static employee expectations and little variation in their business might find it suitable, as long as managers and employees exchange feedback year-round. Smaller organizations without formalized job levels — or where promotions either happen rarely or not at all — may also find use from the model in the short term. Even in these cases, it’s advisable to graduate to at least a 2x2 over time.

Who should choose this model?
  • Monolithic organizations

  • Environments with static employee expectations

  • Little to no variation in business or market

  • Ample cross-team dependencies

Flexibility for Project-Based Work

The Adaptive model is best suited for organizations whose work doesn’t fit neatly on a traditional calendar. These companies tend to operate as a project-based business, with goals and performance reviews aligning to the start and completion of those assignments.

In this model, review cycles align to the midpoint and end-point of a project. There are also some quick-moving job tracks where job anniversary-based cycles are more appropriate. In both cases, it may still make sense to have an annual check-in for calibration or if the company ties performance to compensation. As was the case in the 4x4 model, conducting both companywide and department-level engagement surveys may be advisable given that individual teams may be working on different projects and hardly interface at all.

Who should choose this model?
  • Project-based business models

  • Workplaces where employees move quickly through roles or between teams 

  • Highly independent, autonomous teams

“Our last review cycle felt very grown-up for us. We could still talk about successes, but with a growth mindset.

VP of People, Nava
Kim Minnick

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