IPA Competence development brings together the activities that enable the individual to solve their tasks better. It is everything from peer education to MBA programs.
At IPA, we gather that knowledge, make it transparent at great value for the company and not least the individual employee.
What?
How?
Who?
Why?
Mastery – knowledge (know what):
What do we know a little or a lot about? Knowledge can be silent or explicit and is often acquired in courses, through reading books and manuals.
Or simply by people telling us something.
It is knowledge, professionalism, tasks and focus on value-creating workflows.
Autonomy (know how):
What are we able to accomplish with what we know? What strengths do we possess? What goals do we set for achieving the results we want? How are the challenges we face along the way handled? The knowledge can be trained outside of the situation, but is often learned in practice through testing or imitation.
Belonging (know who):
Who are we in the world and how would we like to percieve ourselves?
How do we interact with others in collaborations on tasks – customers, suppliers and partners? What about colleagues, and what is the best well-being of the individual? Where is the motivation to do something meaningful or meaningless?
Meaning (know why):
What do we want to accomplish with what we know and are capable of? What makes sense to us and makes us who we are or want to be? Meaning, commitment, learning and development are for example influenced through dialogue and reflection on practice. It can be informal in everyday life or in a formalized dialogue such as employee development dialogue.
The three types of competencies
Competences are thus the individual’s knowledge, skills and experiences translated into concrete action – it is what we do. When talking about competencies, a distinction is typically made between professional, personal and organisational competencies.
Professional competencies
(also referred to as qualifications ) are what we have gained through education, jobs, volunteer work and leisure activities. These are the easiest to read. Do you have a welding certificate yes / no?
Personal competencies
are determined by our basic human qualities, attitudes, self-awareness and experiences. They influence how we tackle and perform work tasks and how we collaborate with others.
Organisational competencies
are linked to the specific workplace and are not always transferable to other workplaces or jobs. It can be procedures, work processes, rules, culturally embedded practices, etc.
Competence modules at IPA
IPA supports professional, personal and organisational competence development.
We call our model IPA Data Driven HR.
Core features
A core feature occurs in the IPA analysis when a person has a clear and distinct behavior compared to the norm population. (The average Dane). These core traits are thus unique personal competencies.
Examples of core features
– Robust
– Conflict strong
– Seeking influence
– Ambitious
The personal SWOT
IPA’s Person-Swot Analysis helps to identify the areas where the employee is strong – or weak, as well as the opportunities and challenges the employee will most likely face in his current job and in his/her future working life.
Apply it in recruitment or as inspiration and a basis for reflection in connection with dialogue such as Intelligent Employee development dialogue, and the further life journey through working life
Built-in dialog tools
The core of IPA is the highly rated personality analysis IPA Core. For competence development, questions are linked to candidates current score on the IPA Analysis’ 12 scales
The questions must be perceived as inspiration, where you as a professional user of the IPA Analysis choose the questions that you want to use in your feedback to the candidate
Example of HR and manager tools
Example of dialogue based on the Intelligent Employee development dialogue based on strengths and talents.
On the basis of the employee’s individual personal profile, the individual strengths and talents are identified, and a number of questions emerge that can enrich and develop the dialogue.
Data-driven HR with the employee at the center.
We cooperate with fantastic customers and partners
What our customers say about us – Competence Development
Strategic HR is perfect for companies without a larger HR department. We care deeply that our employees have the feeling that we are a competent and up-to-date HR department with associated tools that can lift our managers in their work.
Strategic-HR has a completely unique 360 ° HR concept with personality and behavioral analyses, job match and cultural analyses, as well as a completely unique Intelligent Employee development dialogue concept that is tailored to companies without an HR department, but still believes that employees is the difference