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.





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.

Professional competence gap

In the process, a picture is first provided of the expected competence need, derived from new focus areas, reform, new types of tasks or technology – what new competencies does the change call for?

After this, the missing professional competencies of the employee are uncovered and registered in a competence gap and thus a basis for monitoring the equalization.

It’s a registration. The academic takes place internally or externally.

Personal competencies

Personal competencies are determined by your basic human qualities, attitudes, self-awareness and experiences. These are the qualities that influence how you tackle and perform your work in daily life and in collaboration with others.

The IPA analyzes and IPA software capture and describe this. The various tools in the solution form the basis for becoming aware of these.

Organisational competencies

In these organisational concepts of competence as contexts, the development of competence is understood as something more and different than just qualified employees. The future seems more turbulent and puts emphasis on demands on the organisation to see for itself and solve tasks without being dependent on unambiguous orders. It is an understanding of competence, which is not linked to the individual employee, but which is best understood in the dynamic interaction. IPA helps with team and organisational overview.

Competence Development

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

Competence Development
Competence Development

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

Competence Development

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.

In good company

Join other companies that use IPA’s HR solution to get the best out of their employees

We cooperate with fantastic customers and partners

Competence Development
Competence Development
Competence Development
Competence Development
Competence Development
Competence Development

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.

Torben Lynge Overgaard - CEO, Frederiksen Scientific A/S

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

Mads Elefsen Kudsk - CEO, Tele-Mark A/S