EOS® People Analyzer™ Complete Guide: Scoring, The Bar & GWC Framework

What is the People Analyzer™?

The People Analyzer™ is an EOS® tool that helps you objectively evaluate if you have the right people in the right seats. It combines two critical assessments. Learn more about our People Analyzer™ tool and how it integrates with your EOS® system.

1. Right Person = Shares your Core Values
2. Right Seat = GWC™ (Gets it, Wants it, Capacity to do it)

When someone is both the right person AND in the right seat, magic happens. When they're not, you have issues.

The People Analyzer™ Equation

Right Person + Right Seat = Ideal Team Member

Possible Outcomes:

• ✅ Right Person, Right Seat → Keep and develop
• ⚠️ Right Person, Wrong Seat → Move to different role
• ⚠️ Wrong Person, Right Seat → Cannot keep (values matter most)
• ❌ Wrong Person, Wrong Seat → Immediate action required

Setting Up People Analyzer™ in TractionFlow

Initial Configuration

1. Navigate to People → People Analyzer™
2. Define Core Values (if not already in your V/TO™)
3. Set Rating Scale (typically 1-5 or +/+-, -/+, etc.)
4. Add Team Members to evaluate
5. Schedule Reviews (quarterly recommended)

Setting the Bar on the People Analyzer™

One of the most important decisions your leadership team will make is where to set "the bar" on the People Analyzer™. The bar is the minimum standard a team member must meet across all core values to be considered the "Right Person."

How the Bar Works

After rating every team member on each core value, you draw a horizontal line — the bar — across the People Analyzer™ chart. Anyone who falls below the bar on any single core value is not the right person, regardless of how strong they are in other areas.

Where Should You Set the Bar?

Most EOS® companies use the plus/minus system and set the bar at "+" (plus) on every core value. This means the person must exhibit each value "most of the time."

Common bar settings:

Key Principles for Setting the Bar

1. The bar applies to EVERY core value — a team member cannot compensate for one weak value with strength in another
2. The bar is the same for everyone — from the CEO to the newest hire
3. Don't set it too high initially — you can raise the bar over time as your culture strengthens
4. A +/- is a warning sign — it means "sometimes yes, sometimes no" and typically trends toward a minus if not addressed

Real-World Scoring Example

Here's how a leadership team at a 50-person manufacturing company scored three team members against their five core values:

Core Values: Do the Right Thing, Growth Mindset, Own It, Team First, Get It Done

In this example, Mike is highly skilled and drives revenue — but his +/- on "Team First" means he's below the bar. The leadership team now has a clear, objective basis for a conversation about values alignment rather than relying on gut feelings.

What Happens When Someone Falls Below the Bar

When a team member falls below the bar:

1. Have the conversation — Share the specific core value(s) where they fall short with concrete examples
2. Give them 30 days — Provide clear expectations and support
3. Re-evaluate — If they rise above the bar, great. If not, they are not the right person for your organization
4. Don't ignore it — A core values issue left unaddressed signals to the whole team that values are optional

Part 1: Right Person Assessment (Core Values)

Understanding Core Values Assessment

Core Values are non-negotiable. To be the "Right Person," team members must exhibit ALL your core values consistently.

Rating Methods in TractionFlow

Method 1: Plus/Minus System

• ++ Most of the time (Strong yes)
• + Some of the time (Yes)
• +/- Some of the time (Maybe)
• - Not often (No)

Bar: Must be + or ++ on ALL core values

Method 2: Numeric Scale (1-5)

• 5 - Always exhibits this value
• 4 - Usually exhibits this value
• 3 - Sometimes exhibits this value
• 2 - Rarely exhibits this value
• 1 - Never exhibits this value

Bar: Must score 3+ on ALL core values

Core Values Evaluation Process

For each core value, ask:

1. Specific Behavior Questions:

   • "Give me an example of when they demonstrated [value]"
   • "Tell me about a time they didn't show [value]"
   • "How do they exhibit [value] daily?"

2. Consistency Check:

   • Is it consistent across situations?
   • Do customers see it?
   • Do team members see it?
   • Do you see it under pressure?

3. The "Rehire" Test:

   • Knowing what you know, would you hire them again?
   • Would you be disappointed if they left?
   • Do they make the culture better?

TractionFlow Core Values Features

• Behavioral Anchors - Define what each value looks like
• 360 Feedback - Gather input from multiple sources
• Historical Tracking - See trends over time
• Anonymous Input - Optional anonymous feedback
• Examples Library - Document specific behaviors

Part 2: Right Seat Assessment (GWC™)

The GWC™ Framework

To be in the "Right Seat," a person must have all three:

G - Gets It

"Gets It" means they truly understand:

• The role and its responsibilities
• How to do the job well
• The company culture and systems
• How their role impacts others
• What success looks like

Assessment Questions:

• Do they understand the role without constant explanation?
• Do they grasp new concepts quickly?
• Can they connect dots others miss?
• Do they understand the "why" behind tasks?

Red Flags:

• Need constant re-explanation
• Don't see the bigger picture
• Make the same mistakes repeatedly
• Can't work independently

W - Wants It

"Wants It" means they genuinely want:

• The responsibilities of the role
• To do the job well
• The challenges that come with it
• To grow in this direction
• To be accountable for results

Assessment Questions:

• Are they excited about the role?
• Do they take initiative?
• Do they go above and beyond?
• Are they energized by the work?

Red Flags:

• Clock watching
• Minimum effort only
• Complaining about responsibilities
• No enthusiasm or passion
• Want a different role

C - Capacity to Do It

"Capacity" includes:

• Intellectual capacity - Smart enough
• Emotional capacity - EQ and maturity
• Physical capacity - Time and energy
• Skills capacity - Experience and ability

Assessment Questions:

• Do they have the skills/experience?
• Can they handle the workload?
• Do they have emotional intelligence?
• Can they manage the stress?
• Do they deliver results?

Red Flags:

• Consistently overwhelmed
• Can't meet deadlines
• Quality issues
• Stress affecting performance
• Skills gap too large

GWC Scoring in TractionFlow

Binary Assessment:

• ✅ Yes - They have it
• ❌ No - They don't have it

Must have ALL THREE (G + W + C) to be in the right seat

Using the People Analyzer™ Tool

Step-by-Step Process

1. Individual Evaluation

• Leadership team evaluates each person
• Use specific examples, not feelings
• Be honest and objective
• Document reasoning

2. Team Discussion

• Share individual assessments
• Discuss discrepancies
• Reach consensus
• No surprises - person shouldn't be present

3. Create Action Plan

Based on results, determine next steps

4. Have the Conversation

• Be direct and honest
• Use specific examples
• Focus on fit, not failure
• Agree on action plan

The Four Quadrants

Quadrant 1: Right Person, Right Seat ✅

Action: Keep, develop, and retain

• Provide growth opportunities
• Increase responsibilities
• Recognition and rewards
• Succession planning

Quadrant 2: Right Person, Wrong Seat ⚠️

Action: Find the right seat

• Identify their strengths
• Explore other roles
• Provide training if close
• Set timeline for change

Three Options:

1. Move to a different seat
2. Evolve the current seat
3. Create a new seat (if justified)

Quadrant 3: Wrong Person, Right Seat ⚠️

Action: Cannot keep (values are non-negotiable)

• Document value misalignment
• Create transition plan
• Set firm timeline
• Help them find better fit elsewhere

Remember: Skills can be taught, values cannot

Quadrant 4: Wrong Person, Wrong Seat ❌

Action: Immediate change required

• Quickest transition possible
• Clear communication
• Dignified exit
• Learn from hiring mistake

TractionFlow People Analyzer™ Features

Assessment Dashboard

• Matrix View - Visual four-quadrant display
• Heat Map - Quickly identify problem areas
• Trend Analysis - Track changes over time
• Team Summary - Overall team health

Automated Workflows

• Review Scheduling - Quarterly reminders
• 360 Feedback - Collect multi-source input
• Action Plans - Template-based next steps
• Progress Tracking - Monitor improvements

Documentation Tools

• Evaluation History - Complete assessment records
• Behavior Examples - Specific instance documentation
• Meeting Notes - Discussion documentation
• Decision Log - Track personnel decisions

Integration Points

• V/TO™ - Pull core values automatically
• Accountability Chart - Link to roles
• Performance Reviews - Inform evaluations
• Recruiting - Define ideal candidates

Best Practices for People Analyzer™

1. Quarterly Reviews

• Schedule every 90 days
• Make it a ritual
• Track progress on action plans
• Celebrate improvements

2. Be Courageously Honest

• Use facts, not feelings
• Specific examples required
• No sacred cows
• Focus on business needs

3. Act on Results

• Don't ignore the data
• Set clear timelines
• Follow through on decisions
• Support transitions

4. Communicate Clearly

• No surprises
• Regular feedback
• Clear expectations
• Documented plans

Common Mistakes to Avoid

❌ Avoiding Difficult Conversations - Problems don't fix themselves ❌ Ratings Inflation - Being "nice" helps no one ❌ Ignoring Core Values - They're non-negotiable ❌ Focusing Only on Performance - Values matter more ❌ Not Taking Action - Analysis without action is worthless

Having the People Analyzer™ Conversation

Preparation

1. Complete assessment thoroughly
2. Gather specific examples
3. Prepare action plan options
4. Schedule adequate time
5. Choose private setting

The Conversation Structure

Opening: "I want to discuss your role and how we can ensure you're successful and fulfilled..."

Share Assessment:

• Start with positives
• Be specific and factual
• Use the People Analyzer framework
• Allow them to respond

Discuss Action Plan:

• Present options
• Get their input
• Agree on next steps
• Set clear timeline
• Document agreement

Follow-Up:

• Schedule check-ins
• Provide support
• Monitor progress
• Adjust as needed

Sample Conversations

Right Person, Wrong Seat

"You're a great cultural fit and we value having you on the team. However, this role isn't playing to your strengths. Let's explore where you could have more impact..."

Wrong Person, Right Seat

"You're highly skilled at what you do, but there's a misalignment with our core values. Specifically, [give examples]. This is something we need to address..."

People Analyzer™ Success Metrics

You're using it effectively when:

• ✅ Quarterly reviews happening consistently
• ✅ Honest assessments (some reds/yellows)
• ✅ Action plans created and executed
• ✅ Team health improving over time
• ✅ Right people in right seats increasing

Legal and HR Considerations

Important Notes:

• Document everything objectively
• Focus on job requirements and values
• Apply consistently across organization
• Consult HR/legal for terminations
• Follow company policies

Implementation Timeline

Month 1: Setup

• Define core values clearly
• Create accountability chart
• Train leadership team
• Complete first assessment

Month 2: Action

• Review results as team
• Create action plans
• Have initial conversations
• Begin transitions

Month 3: Progress

• Monitor action plans
• Support transitions
• Track improvements
• Prepare for next quarter

Ongoing: Rhythm

• Quarterly assessments
• Regular accountability
• Continuous improvement
• Cultural strengthening

Quick Assessment Checklist

Right Person (Core Values):

• Exhibits Value 1 consistently
• Exhibits Value 2 consistently
• Exhibits Value 3 consistently
• Would rehire without hesitation
• Makes culture better

Right Seat (GWC):

• Gets the role and responsibilities
• Wants the role and challenges
• Has capacity to succeed

Action Required:

• Assessment complete
• Team consensus reached
• Action plan created
• Timeline established
• Conversation scheduled

People Analyzer™ vs. Traditional Performance Reviews

Many companies wonder how the People Analyzer™ differs from standard performance reviews. Here's the key distinction:

The People Analyzer™ is not a replacement for performance reviews — it's a different tool that answers a different question. Performance reviews measure output. The People Analyzer™ measures fit.

Frequently Asked Questions

What is the People Analyzer™ in EOS®?

The People Analyzer™ is an EOS® tool created by Gino Wickman that helps leadership teams objectively evaluate whether they have the right people in the right seats. It combines a Core Values assessment (right person) with the GWC™ framework — Gets it, Wants it, and has the Capacity to do it (right seat). The tool gives teams an objective, consistent way to make people decisions rather than relying on gut feelings.

How do you score the People Analyzer™?

Most EOS® companies use the plus/minus scoring system: ++ (strong yes — exhibits the value most of the time), + (yes), +/- (sometimes), and - (no). Each team member is scored on every company core value. They must score at or above "the bar" (typically + or higher) on every single value to be considered the right person. For GWC™, scoring is binary — yes or no on each of the three elements.

What does "the bar" mean on the People Analyzer™?

"The bar" is the minimum acceptable score across all core values. It's a line drawn on the People Analyzer™ chart — anyone who falls below it on any core value is not the right person for your organization. Most companies set the bar at "+" meaning the person must exhibit each core value most of the time. The bar is the same for everyone in the company, from leadership to entry-level.

How often should you run the People Analyzer™?

EOS® recommends running the People Analyzer™ quarterly, aligned with your quarterly planning sessions. This gives team members enough time to demonstrate change (or not) between evaluations, while keeping the cadence frequent enough that issues don't fester. Some teams also use it during the hiring process to evaluate candidates against core values before making an offer.

What do you do when someone is the "wrong person, right seat"?

This is the hardest People Analyzer™ outcome because the person is good at their job but doesn't share your core values. In EOS®, values are non-negotiable — you cannot keep a wrong person regardless of their performance. Their behavior erodes your culture and signals to the rest of the team that values don't actually matter. Have the conversation, give them a chance to change (30 days), and if values don't align, help them transition out.

Can the People Analyzer™ be used for hiring?

Yes. Many EOS® companies use the People Analyzer™ framework during interviews to evaluate candidates against core values before making a hire. Create behavioral interview questions for each core value, have multiple interviewers score the candidate independently, and only extend offers to candidates who meet the bar. This dramatically improves hiring success rates.

What is the GWC™ framework?

GWC™ stands for Gets it, Wants it, and has the Capacity to do it. It's the "right seat" half of the People Analyzer™ equation. A person must have all three to be in the right seat: they must truly understand the role (Gets it), genuinely desire the responsibilities (Wants it), and have the intellectual, emotional, and physical capacity to succeed (Capacity). Unlike core values, GWC™ is scored as a simple yes or no.

Get Started

Ready to build your ideal team?

1. Launch People Analyzer™ →
2. Download Assessment Template →
3. Watch Training Video →
4. Get Conversation Scripts →

Remember: The People Analyzer™ isn't about being harsh—it's about being honest. When you have the right people in the right seats, everyone wins.