Before You Start
You are a Super Admin, or an Admin with the relevant permissions
You have read the First 30-Day Rollout Plan, this checklist sits on top of it and does not repeat the in-platform steps
You have an executive sponsor: someone senior who will back the rollout publicly
Overview
This checklist covers your full implementation, not only the platform configuration. It runs three tracks together: setting up Lumofy correctly, preparing your people, and building the culture that keeps them using it. Most failed rollouts are not a setup problem they are a leadership, manager, or culture problem. Work through the phases in order, and keep the First 30-Day Rollout Plan open for the detailed setup steps.
Phase 1: Lay the Groundwork
Do this before you configure anything. The platform setup goes faster, and lands better, when these decisions are already made.
Confirm your executive sponsor and agree what they will say at launch
Write your "why" in one or two sentences: why Lumofy, why now, and what changes for people day to day. Use it in every message from here on
Define your performance and development philosophy, and name 2–3 measurable targets (e.g., % of Talents active, assessment completion, cycle participation) tied to a business goal
Choose your rollout approach: phased (launch one or two areas first, expand over the following weeks) or full launch. Go phased if formal performance or development management is new to your organization
Brief leadership before anyone else, top down by level. Leaders should use the platform and see their own data before they ask their teams to
Identify Champions: one or two well-connected people per Division who will help peers and surface issues early
Agree a rollout timeline and share it with leadership
💡 Tip: Sponsorship beats mandate. A short launch message from a senior leader drives more adoption than any system-generated invite.
Phase 2: Set the Culture
This is the part most rollouts skip and the part that decides whether the platform is used six months in. The tool follows the culture, not the other way around.
Frame Lumofy around what people get from it — growth, clarity, opportunities — not monitoring. Mandated use creates logins; genuine value creates usage
Make growth feel safe. Position Reviews and Competency Assessments as development, not judgment, and connect them to real outcomes like learning and progression
Have managers go first: complete their own profile, run an assessment, give feedback. People follow what their manager does, not what HR announces
Use the language your people already use in your communications. Drop internal HR jargon where you can
Plan how you will recognize and celebrate early adopters and quick wins — publicly and often
📝 Note: Tell managers that perfection is not the goal. A manager who runs an imperfect Check-In and shares it with their team does more for adoption than one who waits to do it perfectly.
Phase 3: Build the platform foundation
Follow the First 30-Day Rollout Plan for the click-by-click steps. At a checklist level, complete these in order:
Set up SSO and HRIS sync (if available), so people are not managing another login and your data stays current
Company Profile (aim for 100% completion)
Competencies Framework (Clusters, Competencies, Behaviour Indicators)
Company Structure (Divisions → Departments → Roles, with Competencies linked to each Role)
Add Talents and assign them to Roles and Managers
Enable Competency Assessments to establish a baseline
⚠️ Warning: Do not send Talent invitations until every Role has its Competencies and expected levels linked. This is the most common setup mistake.
Phase 4: Prepare your people
Run these in parallel with Phase 3. Managers are the single biggest factor in whether your launch works.
Run an introduction workshop or kickoff for all staff: what Lumofy is, why now, and what it means for them. Keep it under an hour and focus on the Talent experience, not Admin features
Train Managers separately on their specific workflows: Check-Ins, Reviews, and Approvals
Treat your first Performance Cycle as a teaching moment, coach managers on giving clear, fair feedback, not only on using the buttons
Brief your Champions so they can answer questions inside their teams
Prepare a short comms pack and a pre-launch sequence: a "one week to go" email with activation steps, what is expected of each role, first deadlines, and where to ask questions (point people to this help center and your internal channel)
Phase 5: Launch
Confirm the platform foundation (Phase 3) is complete
If you chose a phased rollout, launch to your early-adopter group first and learn before going wide
Send Talent invitations
Have your sponsor announce go-live, not only HR or IT
Make sure every user knows where to get help: this help center, their Champion, and the support team
Phase 6: Sustain and measure (first 30–90 days)
Launch day is the start, not the finish. This phase is where adoption is won or lost.
Track adoption in Analytics & Dashboards and compare against the targets you set in Phase 1
Check in with Champions weekly for friction points
Follow up with low-activity teams early, before low usage becomes the norm
Run a short pulse survey in Engage to catch problems, then adjust, treat the rollout as test-and-learn
Celebrate and share early wins, and recognize active teams and people
Make participation visible to leaders so accountability sits with managers, not only HR
Plan your first full Performance Cycle and first Engage survey once the foundation is solid
FAQs
Should we launch everything at once or in phases?
Should we launch everything at once or in phases?
If formal performance or development management is new to your organization, start phased: roll out one or two areas first, then expand once people are comfortable. If your team already runs these processes, a full launch works.
How do we avoid low adoption?
How do we avoid low adoption?
Lead with what the platform does for the employee, have leaders use it first, train managers as Champions, and celebrate early wins. Mandates produce logins, not engagement.
Do we really need an executive sponsor?
Do we really need an executive sponsor?
It is strongly recommended. Adoption rises noticeably when the launch message comes from leadership rather than from HR or IT alone.