For improvement plans

A performance plan somebody can actually pass

Most improvement plans fail on the first line, because "communication needs to improve" cannot be worked on and cannot be passed. SPECTRIA turns that line into a measured starting point, a specific target taken from the person's own team, and a date to measure again.

A handwritten plan on a table with a pen beside it, and two chairs pulled in on the same side.

An unmeasurable objective is an unfair one

A plan that says somebody must communicate more effectively gives them nothing to practise and gives their manager nothing to judge. Thirty days later both sides argue about an impression, the person has no idea whether they improved, and the process ends where everybody quietly expected it to. That is not a performance plan; it is a countdown with paperwork.

Measure where they actually are

One recording of the work itself, measured across words, voice, face and body. Not a memory of a bad meeting three weeks ago, a baseline both people can look at.

Take the target from their own team

The standard is the strongest delivery already in the room, not a number a vendor invented. A target a colleague has already met is a target the person can believe is reachable.

Write one objective, not five

The report names the single widest gap. That becomes the plan: one dimension, one measurable distance, one thing to practise. Five objectives is a plan nobody starts.

Re-measure on the date, on the same task

Same task, same four channels, same scale. The distance either closed or it did not, and the person can see that themselves, on the day, without waiting to be told.

What changes about the conversation

The plan stops being a judgement delivered downward and becomes a measurement both people are looking at from the same side of the table.

The objective is specific enough to practise: a pause length, a filler rate, a pitch range, not "more confident".
The person owns their recording and their report. They see it first, and they choose whether to share it.
Progress is visible to them between reviews, so nobody is waiting thirty days to find out how it is going.
The same measurement that opens the plan is the one that closes it, which is what makes passing it possible.

What SPECTRIA must never be used for here

This is the point at which a measurement tool becomes a weapon, so the limits are absolute rather than advisory. If you need this to justify removing somebody, it is the wrong instrument and we would rather not have the customer.

It is not evidence for dismissal, and it is not designed to be defensible in that use. It measures delivery on one recording, not a person's worth or their capability.
It is not used for hiring, firing or promotion. That is the founder's position and it is the reason the product exists in this shape.
It cannot be run on somebody without their knowledge. A recording is made by the person themselves; there is no route by which a manager records an employee.
A manager cannot take the recording. They may ask for it, and the person may ignore the request, ignoring it is a complete answer, and the product never reports that it was ignored.
It measures how a message came across, not sincerity, mood, honesty or character. No number here is an opinion about what somebody felt.

Read what it measures

Four channels, five dimensions, and the limits of each.