Run appraisal whenever you want
1, 2, 3, 4 times a year
Create a unique conversation for unique employees
Mastery
Autonomy
Belonging
Meaning
Employee Development Dialogue concept
All employees have a desire for development. Create it with a research-based appraisal concept
Welcome to IPA Nordic’s universe for conducting company performance reviews. The concept has been developed as a digital support and facilitation of performance reviews.
The performance appraisal is first and foremost a dialog between manager and employee, and the conversation should therefore be dominated by appreciative questions and a focus on tasks that have been successfully solved. The performance appraisal focuses on what works. The performance appraisal should also be considered in the context of the company’s strategy and goals, and the managers conducting The performance appraisal interviews should therefore incorporate these strategic goals into the The performance appraisal interview.
The performance appraisal conversation should be big data
The performance appraisal interview should be followed up with an evaluation of the impact of the conversations and agreements for the entire company.
Finally, the performance appraisal interviews provide important data regarding e.g. employee satisfaction and other “Big Data” that should be used as a basis for analysis and actions of strategic importance to the company. All of this is built into the performance appraisal concept developed by IPA Nordic.
Module 1: MASTERY
Mastery in performance reviews is about the employee’s perception of having the necessary skills, knowledge and resources to perform their job effectively. It covers both professional and personal development in the job and plays a key role in motivation and well-being.
When answering questions about mastery, employees typically assess:
- Competences and skills – Do I have the necessary knowledge and skills to fulfil my tasks?
- Learning and development – Do I have the opportunity to learn and develop in my job?
- Confidence in performing tasks – Do I feel confident and competent in my work?
- Support and resources – Do I have the necessary tools, support and framework to succeed?
- Flow and job satisfaction – Do I experience a balance between challenges and my abilities so I can immerse myself and perform well?
Module 2: AUTONOMY
Autonomy in performance reviews is about the employee’s sense of freedom and self-determination in the job. It refers to the degree to which employees have control over their tasks, decisions and the way work is done. Autonomy is crucial for engagement, motivation and well-being, especially when balanced with responsibility and expectations.
When employees assess their autonomy, it can be about:
- Influence on own work tasks – To what extent can I plan and prioritise my work myself?
- Freedom of methodology – Do I have the opportunity to choose how I fulfil my tasks?
- Decision-making power – Can I make decisions within my area of responsibility?
- Flexibility – Do I have the freedom to customise my work, for example in terms of time and location?
- Relationship with management – Do I feel trusted by my manager or am I controlled in detail?
Autonomy is an important part of both self-management and management of others, which are key dimensions in IPA Nordic’s HR-concept. The right balance between autonomy and support ensures that the employee doesn’t feel either left to their own devices or micro-managed.
Module 3: BELONGING
Belonging in performance reviews is about the employee’s sense of belonging in the organisation – both socially and culturally. It relates to how strongly the employee feels connected to the team, colleagues and company values. Belonging is a crucial factor for engagement, wellbeing and retention.
When assessing an employee’s sense of belonging, it can include:
- Social relationships – Do I feel I have good relationships with my colleagues and feel part of the community?
- Support and collaboration – Do I feel supported by my team and manager in my work?
- Cultural fit – Do the organisation’s values and culture match my own?
- Identification with the organisation – Do I feel that my work contributes to something bigger and that I am an important part of the organisation?
- Psychological safety – Do I dare to speak my mind and give input without fearing negative consequences?
Belonging plays an important role in self-management and managing others because strong social bonds and a sense of community increase both co-operation and motivation. It’s also closely linked to engagement and can be a determining factor in whether an employee thrives and performs optimally.
Module 4: MEANING
Meaning in performance reviews is about employees feeling that their work has a greater meaning and contributes to something valuable – for themselves, the organisation and society. It is a crucial factor for motivation, engagement and job satisfaction, as people thrive best when they see a deeper meaning in their efforts.
When employees assess meaning in their work, it can include:
- Purpose and impact – Do I understand and experience how my work contributes to the organisation’s goals and values?
- Personal value – Do I feel that my work aligns with my own values and ambitions?
- Motivation and drive – Am I motivated by my work because it gives me a sense of making a difference?
- Recognition and meaning – Do I feel that my work is valued and makes a real difference to customers, colleagues or society?
- Development and learning – Do I see my work as part of my personal development and something that takes me further?
Meaning is closely linked to autonomy, mastery and belonging, as employees who feel competent, have the freedom to influence their work and are part of a community will often experience greater meaning. In IPA Nordic’s HR – concept, meaning is therefore a key factor in both self-management and management of others, as meaningful work is a key to long-term motivation and engagement.