Team Development Interview (TDI)

The Team Development Interview (TDI) is an interview between the manager and a group of employees to discuss the group’s overall competence development

Most outstanding achievements in both business and sport are built on people’s ability to complement each other. We tend to focus on the unique individual achievement because it is easier to identify with the person who scores the decisive goal, but in the vast majority of cases victory is a product of the collective spirit and ability to staff each position with the most suitable people.

A team is a group of people where the whole is stronger than the sum of its parts and where that spirit – that sense of shared strength – creates the tremendous energy, determination and insight that leads to victory. Group / team development talk.

Simple service

User-friendly, with automated and future-proof processes that handles the heavy administrative tasks for you.

Ongoing Feedback

Continuous feedback and data collection that enables managers to act on facts rather than assumptions.

Talent Development

Tools to develop and manage your employees so they can best realise their full potential.

To have a vision

Being bound together by a strong sense of community and shared visions, the team is the primary forum for development and change in the company, the team meetings are the place where the company’s overall direction is decided, the team members have a strong loyalty to each other, a common sense of belonging to a shared and unique culture with unique values.

The team’s ability to create ideas

The team constitutes the most important platform for developing ideas and coincidences, decisions about strategic and long-term changes are made in the team, the courage to take fights and conflicts, to take the initiatives for renewal in the company, to get ideas and inspiration to solve problems before for businesses

The team’s ability to develop and support each other

To have a high degree of openness to each other, to respect each other’s views, even in cases where we disagree, to be excellent at dealing with and resolving conflicts, to listen to each other, to take joint responsibility for helping and supporting each other.

The team’s ability to take action and implement

What has been agreed is also implemented, as the issues that are up for debate are dealt with effectively in order to follow up on the decisions made in the team, to stick to each other on the agreements decided at the meetings, to know exactly what has been agreed upon and what needs to be done.

The team’s ability to lead and plan

The topics that are discussed are well-defined, concrete and precise, and the planning is effective, the ability to manage the efforts to be implemented when clear and precise conclusions, the ability to distribute the tasks efficiently.

The team’s constitution

I teamet er mødet mellem vi’et og jeg’et det helt centrale. Det er mange gange et vanskeligt møde hvor der opstår konflikter, mangel på loyalitet, misundelse etc. Derfor er der en række grundforudsætninger der skal opfyldes, før vi overhovedet kan tale om at skabe et team.

Disse grundforudsætninger kalder vi TEAMETS GRUNDLOV og er et nøgle område i IPA GRUS / Gruppeudviklingssamtale.

“I” perception

The individual feels that there is room for him / her in the team, the individual in the team knows himself / herself and his or her respective strengths and weaknesses, the individual is respected for who he / she is and for what he / she can do, the individual feels valued and feels welcome in the team and the views of the individual are respected.

  • I recognise that people are different
  • I know myself and my strengths and weaknesses
  • I know the strengths and weaknesses of others
  • I respect others for what they can
  • I accept my role and function as a whole
  • I want to constantly improve my skills in relation to my part of the task
  • I accept that conflicts are a natural part of getting better
  • I have a shared responsibility for the relationships in the group

“We” perception

The common recognition that we are dependent on each other, the strength of the common values, the common responsibility for the company, the common understanding of the basic success criteria and the common recognition that we are together strongest.

  • We recognise that we are interdependent
  • We recognise that together we are the strongest and most effective
  • We have a common vision and a common goal
  • We have common values ​​and rules of the game
  • We have a clear responsibility and clear competence in relation to the goals
  • We have a common understanding of our success criteria
  • We know our opponents and are aware of the obstacles we face

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.

In good company

Tilslut jer andre virksomheder, der bruger IPA’s løsning for at få det bedste ud af medarbejderne. IPA Grus.

We cooperate with great customers and partners

What our customers say about us

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 elevate 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 MUS 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