Assess the current level of employee competence
Posted: Wed Jan 08, 2025 3:48 am
The key difference between IPR and standard training is that it covers the knowledge needs of each employee in a personalized manner. It is impossible to understand the real needs of employees without assessing their competencies, which will help identify strengths and growth areas, based on which a development plan will be formed.
There are different ways to assess competencies, but it is better to use a comprehensive approach to draw up an IPR: conduct a 360 assessment to find out the opinion of colleagues, the manager, and the netherlands whatsapp phone number employee about himself; organize testing for competencies; conduct individual conversations with the manager to discuss career goals.
The assessment should not become an element of intimidation, but on the contrary should make it clear to the staff that the company is interested in an individual approach, which is impossible without a clear understanding of the current state of affairs.
Step 4. Set goals for employees and formulate requirements for the desired result
The goal is what will motivate the employee to adhere to the IPR, undergo training and show the best results in the process of work. The IPR is aimed at career growth, so the employee must understand what he will receive when he completes the plan.
The employee's goal may be to be included in the personnel reserve, to get a promotion and salary, etc. The employee's goals should be consistent with the goals of the IPR for the company. For example, if the IPR is initially created to retain valuable specialists, then its result for the employee may be a salary increase.
After the goals have been defined, requirements for the results that the employee must show upon completion of the plan are formed. IPR is not only about taking courses, but also about solving real problems.
A distinctive feature of the IPR is its link to career growth, which requires not only advanced training, but also the achievement of certain KPIs. The requirements for results are determined at the start, they are written down as accurately as possible. The employee must understand the criteria by which his work will be assessed, what will be considered the achievement of KPIs, and what will not.
Step 5: Prepare recommendations and materials for training within the plan
This stage is one of the most labor-intensive, as it defines specific steps and actions that should help the employee achieve the set goals. All recommendations are formed individually, but there are basic tools that can help fill the plan with the necessary materials:
1. Training. The necessary courses, lectures, trainings are selected in accordance with the selected competencies, which are emphasized in the plan. If the company conducts training online and uses an LMS platform (learning management system), then the process of selecting the necessary courses can be automated - modern platforms independently recommend the necessary content based on the results of the assessment of a specific employee.
If we are talking about high-ranking executives, the company may consider external training with an individual approach, for example, working with a business coach.
2. Mentoring. Transferring the experience of more experienced employees can be one of the components of the plan for interns or newcomers who need to quickly reach peak efficiency. The plan can include regular meetings with the mentor and the implementation of tasks that he or she will give.
3. Application of new knowledge in the workplace. The IPR involves not only theory, but also a lot of practice. The plan can specify which of the acquired competencies the employee should implement in his work.
For example, you can assign several tasks that require the use of new tools or ask an employee to implement a new methodology in one of the business processes. This component of the plan will be the main one for evaluation when the IPR is completed and it is necessary to summarize the results.
Step 6. Determine the time frame for implementing the plan
Clear time frames are what will motivate the employee not to abandon the plan, but to stick to it. Deadlines show when exactly the results will be assessed, what goals must be achieved by that time.
When determining the timeframe, it is important to start from both the employee's capabilities and the business goals that the company wants to achieve. The IPR should not be implemented to the detriment of the main work tasks, so it is necessary to understand how many hours a week the employee will be able to devote to his or her development.
On the other hand, do not forget about the interests of the company. For example, if the implementation of some new tools and programs is planned for a certain date, it is important that employees are ready by this time and have all the necessary information.
Determining the timeframe for implementing an IPR is always about finding a compromise. Most often, the plan takes from 4 to 12 months to implement, but these are very average figures.
Step 7. Agree the IPR with management and monitor progress
After the plan is drawn up, there always comes a moment to coordinate it with the management. Usually, the plan is drawn up by an HR specialist, and the manager acts as a consultant: he defines the goal of the plan, sets the deadlines. When everything is ready, the manager evaluates the final version and makes changes if necessary. After the IPR is agreed upon, the employee can begin implementing it, but the work does not end there: you should not wait for the plan to be fully completed, it is important to track the progress of each of its stages.
Sometimes an employee may lose motivation, or there may be a need to adjust the plan's goals and add new, more relevant materials to it. To be sure that the plan brings results and works, it is important to collect feedback from employees, hold regular meetings to discuss progress, organize an interim assessment of KPI achievement, and reward the most active employees.
Step 8. Analysis of the IPR results
When analyzing the results, it is worth returning to the goals of the IPR, as well as the requirements for the desired result: compare the achieved indicators with the initially set goals. Without this stage, the IPR loses its meaning, because the employee's motivation when completing the plan lies precisely in summing up the results.
In order for the IPR to take root in the company and begin to bring real results, it is important to adhere to the promises and agreements that were given to employees in the event of successful completion of the plan.
If an employee has achieved the set KPIs, obtained the necessary competencies and successfully passed the test, then the company, for its part, must ensure that he receives a new grade, salary or the privileges that were promised at the start. The process of summing up the results must be as transparent as possible, otherwise the IPR will quickly lose the trust and interest of employees.
There are different ways to assess competencies, but it is better to use a comprehensive approach to draw up an IPR: conduct a 360 assessment to find out the opinion of colleagues, the manager, and the netherlands whatsapp phone number employee about himself; organize testing for competencies; conduct individual conversations with the manager to discuss career goals.
The assessment should not become an element of intimidation, but on the contrary should make it clear to the staff that the company is interested in an individual approach, which is impossible without a clear understanding of the current state of affairs.
Step 4. Set goals for employees and formulate requirements for the desired result
The goal is what will motivate the employee to adhere to the IPR, undergo training and show the best results in the process of work. The IPR is aimed at career growth, so the employee must understand what he will receive when he completes the plan.
The employee's goal may be to be included in the personnel reserve, to get a promotion and salary, etc. The employee's goals should be consistent with the goals of the IPR for the company. For example, if the IPR is initially created to retain valuable specialists, then its result for the employee may be a salary increase.
After the goals have been defined, requirements for the results that the employee must show upon completion of the plan are formed. IPR is not only about taking courses, but also about solving real problems.
A distinctive feature of the IPR is its link to career growth, which requires not only advanced training, but also the achievement of certain KPIs. The requirements for results are determined at the start, they are written down as accurately as possible. The employee must understand the criteria by which his work will be assessed, what will be considered the achievement of KPIs, and what will not.
Step 5: Prepare recommendations and materials for training within the plan
This stage is one of the most labor-intensive, as it defines specific steps and actions that should help the employee achieve the set goals. All recommendations are formed individually, but there are basic tools that can help fill the plan with the necessary materials:
1. Training. The necessary courses, lectures, trainings are selected in accordance with the selected competencies, which are emphasized in the plan. If the company conducts training online and uses an LMS platform (learning management system), then the process of selecting the necessary courses can be automated - modern platforms independently recommend the necessary content based on the results of the assessment of a specific employee.
If we are talking about high-ranking executives, the company may consider external training with an individual approach, for example, working with a business coach.
2. Mentoring. Transferring the experience of more experienced employees can be one of the components of the plan for interns or newcomers who need to quickly reach peak efficiency. The plan can include regular meetings with the mentor and the implementation of tasks that he or she will give.
3. Application of new knowledge in the workplace. The IPR involves not only theory, but also a lot of practice. The plan can specify which of the acquired competencies the employee should implement in his work.
For example, you can assign several tasks that require the use of new tools or ask an employee to implement a new methodology in one of the business processes. This component of the plan will be the main one for evaluation when the IPR is completed and it is necessary to summarize the results.
Step 6. Determine the time frame for implementing the plan
Clear time frames are what will motivate the employee not to abandon the plan, but to stick to it. Deadlines show when exactly the results will be assessed, what goals must be achieved by that time.
When determining the timeframe, it is important to start from both the employee's capabilities and the business goals that the company wants to achieve. The IPR should not be implemented to the detriment of the main work tasks, so it is necessary to understand how many hours a week the employee will be able to devote to his or her development.
On the other hand, do not forget about the interests of the company. For example, if the implementation of some new tools and programs is planned for a certain date, it is important that employees are ready by this time and have all the necessary information.
Determining the timeframe for implementing an IPR is always about finding a compromise. Most often, the plan takes from 4 to 12 months to implement, but these are very average figures.
Step 7. Agree the IPR with management and monitor progress
After the plan is drawn up, there always comes a moment to coordinate it with the management. Usually, the plan is drawn up by an HR specialist, and the manager acts as a consultant: he defines the goal of the plan, sets the deadlines. When everything is ready, the manager evaluates the final version and makes changes if necessary. After the IPR is agreed upon, the employee can begin implementing it, but the work does not end there: you should not wait for the plan to be fully completed, it is important to track the progress of each of its stages.
Sometimes an employee may lose motivation, or there may be a need to adjust the plan's goals and add new, more relevant materials to it. To be sure that the plan brings results and works, it is important to collect feedback from employees, hold regular meetings to discuss progress, organize an interim assessment of KPI achievement, and reward the most active employees.
Step 8. Analysis of the IPR results
When analyzing the results, it is worth returning to the goals of the IPR, as well as the requirements for the desired result: compare the achieved indicators with the initially set goals. Without this stage, the IPR loses its meaning, because the employee's motivation when completing the plan lies precisely in summing up the results.
In order for the IPR to take root in the company and begin to bring real results, it is important to adhere to the promises and agreements that were given to employees in the event of successful completion of the plan.
If an employee has achieved the set KPIs, obtained the necessary competencies and successfully passed the test, then the company, for its part, must ensure that he receives a new grade, salary or the privileges that were promised at the start. The process of summing up the results must be as transparent as possible, otherwise the IPR will quickly lose the trust and interest of employees.