Strengths & Talent
No two people are the same – therefore the Appraisals dialogue should not be either!
Welcome to IPA Nordic’s universe for conducting company performance reviews. The concept has been developed as a digital support and facilitation of the Appraisals.
The appraisal is first and foremost a dialogue between manager and employee, and the conversation should therefore be dominated by appreciative questions and a focus on tasks that have been successfully completed. The appraisal focuses on what works. The appraisal should also be seen in the context of the company’s strategy and objectives, and managers conducting appraisal interviews should therefore include these strategic objectives in the appraisal interview.
Appraisals should be big data
Appraisals should be followed by an evaluation of the impact of the talks and agreements on the whole company.
Finally, the Appraisals conversations provide important data, such as employee satisfaction and other “Big Data”, which should be used as a basis for analysis and actions of strategic importance to the company. All of this is built into the Intelligent Appraisals concept developed by IPA Nordic.
The 6 modules of the IPA Intelligent Appraisals :
Module 1 – Strengths & Talents
Based on the completed IPA Core analysis, the system suggests a number of topics and formulates a number of questions the manager can use to keep the focus on developing with the employee’s Strengths and Talents.
Module 2 – Employee satisfaction analysis
The employee answers a series of questions related to job satisfaction.
Module 3 – Fattening
The employee answers a series of questions related to mastering the job.
Modul 4 – Autonomy
The employee answers a series of questions related to autonomy in the job.
Module 5 – Belonging
Medarbejderen svarer på en række spørgsmål, der vedrører tilhør i jobbet.
Modul 6 – Meaning
The employee answers a series of questions related to belonging in the job.
Examples of IPA Intelligent Appraisals
The example is from the Employee Satisfaction Survey, where the employee has answered 12 questions and given a score from 1-5. The Intelligent Appraisals pairs the questions with the main themes and the manager can comment / note in the dialogue box.
The example is from Relationship & Cooperation, where the employee has rated 4 areas with a grade of 1-5, as well as the possibility to write a comment.
Bemærk, at lederen får en række spørgsmål til rådighed, som han med fordel kan stille for at skabe en stærk udviklingsdialog.
The example is from Intelligent Appraisals – Scorecard.
All data is collected at departmental and company level.
The example is from the Employee Satisfaction Scorecard.
All data is collected at departmental and company level.
Content – Intelligent Appraisals
Belonging: Cooperation, Colleagues, Well-being, and Motivation
When does collaboration work best?
This topic area is about your basic experience of working together in the department. Both between colleagues and between me as a manager, you personally.
We will also talk about your personal experience of well-being, both for yourself and for the department in general. Do you feel seen, heard and valued, and do you feel that you have the opportunity to contribute all you can when you work with others.
When does cooperation work best and is there anything or anyone blocking positive and rewarding cooperation in the department? How do you feel you contribute to collaboration and what are the most rewarding team and collaboration situations you have experienced over the past year.
Finally, this topic area also includes a discussion about the extent to which you feel informed about the broader issues in the department and the company, and whether you feel adequately informed about the department’s and the company’s strategy.
Meaning: Potential, Personal Development and Learning
Your development potential
This topic area is about your experience of the opportunities you have for personal development and more generally the basic meaning you experience in your job.
– When is it most fun to go to work?
– What are you passionate about in terms of your interests and who you are?
– What are the most creative and educational challenges you have faced over the last year?
We’ll also talk about your experience of your own development potential and how we can support you in that.
This is about your experience of the opportunities you have for personal and skills development, and about your general experience of your development opportunities in the company.
Autonomy: Goals, Strengths, Achievements and Challenges
We will talk about your strengths
This topic area is about personal goals and achievements, your ambitions and the extent to which you feel appropriately challenged in your job, including in relation to your experience, skills and achievements. It is also about the influence you want to have on your own work situation and tasks, and the responsibility you want to take for what you do.
We will talk about your strengths and the extent to which you feel supported by colleagues and me as a manager in relation to your ability to achieve your personal goals.
We will also talk about how I as a manager can support and motivate you to get to where you want to be, what new challenges you want in the future, and in general what you can do and what your colleagues and I can do to help you reach your personal goals.
Mastery: Knowledge, Skills, Tasks and Workflows
Knowledge and your professionalism
This topic area is about the employee’s experience of his/her tasks and the workflows and processes that surround his/her daily work in the company. Is the employee satisfied with the tasks that are currently performed, or does he/she want to change anything in this respect?
It is also about the employee’s experience of his or her knowledge and the professional basis on which he or she stands, and his or her sense of mastery in relation to the tasks to be solved. Does the employee feel adequately equipped for both present and future professional challenges in the job. There will be room to talk about his or her wishes for professional development and training/courses etc.
Today, in many companies, Appraisals have become an empty ritual and a painful dance without feeling, leadership and direction. We celebrate each other’s diversity by leading everyone through a rigorous Scheme.
Strategic HR rethinks the conversation as a strategic development tool for the benefit of the company, but certainly also for the individual employee. Through job satisfaction, we want to revitalize and integrate the appraisals into the company’s strategic development work.
“The culture at Sympa is very relational. We invest ourselves in the work and in each other. At Sympa, relationships are a crucial motivating factor for each individual. We work in groups and teams where we complement each other. Working with IPA has clearly given us a better understanding of each other. “
A unique conversation – every time
The Intelligent Appraisals increases employee development and maintains job satisfaction and overall understanding.
Employees experience being both seen and heard, and employee turnover decreases.
Significantly increased employee satisfaction.
Preparation time for the employee:
– Answer to two questionnaires, total 40 – 60 min
Preparation time for the manager:
– Answer to one questionnaire 20-30 minutes