How does the Personal Growth Monitor work?
The PG-Monitor makes the personal development of employees and managers measurable over two freely definable axes. Consider, for example, the following situations:
- For operational employees: the axes Operational Performance and Adaptation of Organizational DNA
- For managers: the two main competence axes Being able to challenge (stimulate and inspire) and Make no concessions. In the PG-monitor for managers (Managing Result) the statements on the axes are fixed.
- With sustainable employability / vitality development: the axes Motivation & development and Health & safety
- In developing core values: the various core values on the axes, for example Open & together and Owner & driven.
For each axis, a number of statements can be determined that represent the most important behaviours (in practice, between 5 and 8 statements per axis appears to yield the best result). The PG-Monitor then provides insight into the personal development from the jointly established starting point and the direction of improvement, indicated by a so-called PEC score (Personal Effectiveness Coefficient). By means of actions defined during the process, extra focus is placed on specific development directions. Monthly follow-up of these actions focus is kept and it accelerates development.
Practical example of axes and statements
In this example, the PG-monitor is used to allow sales employees to grow towards an unambiguous working method with corresponding performance. The following statements could be used for the Blueprint and Core values axes.
- Blueprint - Performance axis
- My sales funnel is always on par
- My CRM is always the truth
- I am exceptionally prepared for every sales call/meeting
- In my personal pitch I trigger each customer on his or her organizational and personal ambitions
- I follow our Blueprint as the standard in my daily work.
- Blueprint - Adoption axis
- I always want to improve myself
- I understand and believe in our Blueprint and run it daily
- I am a real team player and help my colleagues to improve
- I always trigger actions with our customers to make something latent active and thus create the most added value
- I speak to my colleagues about deviations in work or approach.
How's the process going?
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The first phase in the usage of the PM-Monitor consists of generating three initial insights, the so-called 'dots', with ultimately a joint insight into the status of the employee. The first 'dot' is placed on the basis of an analysis by the manager of the employee based on the statements of the two axes. For each statement, a motivation of the score is requested. The second dot is based on the employee's self-analysis, in which he / she has rated himself / herself on the given statements. The employee also substantiates why he / she thinks he / she is here. The interview document is the result of the two analyses. This is the guide for the first interview. After setting these two dots, a conversation with the employee and the manager follows on the basis of the conversation document. This is the meeting in which manager and employee mutually agree upon the starting point for the personal development, and aim to set a third dot. The conversation is about the different perceptions, the nuances and the weighting of certain elements in the performance of the employee. To eliminate these differences and come to a common conclusion that both parties agree on; the third dot. This is not by definition the average of the two previous dots, but can be a completely new dot that is set based on the results of the conversation. Once there is mutual agreement, this is taken as the starting point for the employee's personal development process. In the second phase, it is then decided in the first interview which competences will be developed first. For a good development it is necessary to record what the employee is assessed on and how long he / she may / must take on this improvement. These specific developments are noted in the so-called 'Actions & Decisions' list, together with the score to be achieved and the assessment method. Based on these insights, the right direction for the personal development can then be determined and support can be offered, based on the individual needs of the employee. This can also be designed with special attention to the entire team or elements thereof. The progress of the employee is discussed periodically, the frequency depends on the wishes of the user. These conversations look at the extent to which the development actually takes place and what actions, if any, need to be taken to accelerate the development. Both the development and the associated actions that are decided upon are recorded with the tooling. Through monitoring in this way it also provides insight into the development over time and the speed and direction of this development. |
Afb. 1: Uitkomst ingevulde (zelf)analyzes
Afb. 2: Uitkomst gemeenschappelijke vaststelling
Afb. 3: Ontwikkeling na eerste evaluatie
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