For organisations & L&D
Your assessments end with a report. They could end with a plan.
You already know where your people are. What you do not have is evidence that anything changed afterwards — and a cohort average cannot give it to you, because an average of fourteen people can be carried by two.
What does Jobulary give an L&D team?
Every sponsored participant gets an assessment-based Individual Development Plan with three outcome objectives and a practice-led path. The sponsor console shows cohorts, planning and activity, and — at re-assessment — a count of individuals whose change exceeded measurement error, per competency. Private reflections never reach it.
The sponsor console
What it actually reports
The headline is a count of individuals who moved by more than the instrument can explain, never the change in the mean. The mean is shown too — as a small marker on the same axis as every individual, so you can see for yourself when it is being carried by outliers.
Aggregate movement
Per competency, with the reporting threshold drawn on the chart and every participant shown as a point.
Where the cohort is
Cohort means on the same 0–100 scale the participants see, plus what people chose to work on — often a better signal of the real gap than the assessment.
Learning consumed
Which courses ended up in plans and which were finished. A supporting signal, not the outcome you are buying.
Roster & invitations
Upload a roster; every person joins with their own personal recovery contact. Nobody is bulk-created without one.
Your framework, mapped in
Map your competency labels onto the Spine so your people see your language and results stay comparable.
SSO & verified domains
Company sign-in through your identity provider, limited to domains verified as yours.
Objections, answered
The questions you were going to ask
We would rather answer these up front than on the third call.
Our HRMS already has IDPs.
Ask to see one. It is almost always a form with a free-text box and a date. This starts from an assessment, refuses goals that are really course completions, and re-measures at the end. The difference is whether anyone can tell afterwards if it worked.
Will employees use this to leave?
Some will leave either way. The evidence runs the other direction — no development path is a stronger reason to go than a good one. And you get cohort visibility regardless of what any individual decides.
Who owns the data?
You own the workforce view: cohort norms, aggregate movement, comparative analytics. The individual owns their own results. That is also the correct legal position under GDPR and the DPDP Act, not a concession we are making.
What happens if we stop paying?
Your entitlements lapse and your analytics remain yours. Individuals keep their own record. We tell them that at the start, which is precisely why they are honest enough inside the product for the data to be worth anything.
Can we use our own competency framework?
Yes. Yours maps into the Spine rather than replacing it, so results stay comparable across cohorts and across time. We do not fork the framework per client — that would quietly destroy the comparability you are paying for.
Will you upsell our people?
No, and it is not a policy. A sponsored engagement cannot carry a price, an upsell or a purchasable recommendation — the database refuses it. Your budget bought that experience; we do not sell into it.
Can managers see their team’s plans?
Managers see progress on objectives as counts — how far through each person is. They never see the text of path items, reflections or check-ins, because practice items name colleagues and reflections are private by design.
Do you support single sign-on?
Yes. Organisations can use their own identity provider for sign-in, limited to domains we have verified belong to you. People keep the same personal record either way.
What we tell you that others will not
If a cohort has not moved, the console says so in the largest type on the card.
Including in the quarter you are deciding whether to renew. Behavioural competencies move slowly, and ninety days is a demanding test. We would rather have that conversation than show you a number we do not believe.
For the same reason we suggest a longer re-assessment interval than the sales-friendly one. Over a year, a five-point move is credible. Over ninety days it takes eight.
Design partners wanted
A small number of organisations through the first cycles at a heavy discount, in exchange for honest feedback and permission to publish the aggregate result — including if it is unflattering.