TMA performancematrix

(1)

TMA performancematrix

Demo Model 16/4/2009

Sarah Berger 19 November 2015 T I www.tmamethod.com E [email protected]

(2)

Personal report of: Sarah Berger 19 November 2015 2

TMA Method

Content

Introduction 3 TMA performancematrix 4 Overview advice by competency 5 Advice per competency 6

(3)

TMA Method

Introduction

The TMA Performance Matrix was developed to help you decide what to do with a candidate in order to enhance his performance optimally in light of his competency scores and aptitude (based on his TMA talents). For every quadrant we shall provide an explanation and a view on how best to proceed as soon as you know a particular competency can be situated there. Quadrant: circumvent (A competency can be situated in this quadrant if it is less developed and the candidate has little aptitude for it based on his talents) The development potential of these competencies is therefore low. Even if the candidate is stimulated positively, it will be difficult and usually unsuccessful to develop a competency in this quadrant In this case, we advise you to circumvent these particular competencies.

Quadrant: control risks (A competency can be situated in this quadrant if it is well developed but the candidate has little aptitude for it based on his talents)

Even though the employee controls the competencies in this quadrant, his aptitude suggests he has little affinity with it; which increases the chance he will only use these competencies with little enthusiasm. If his work contains too many tasks for which this competency is required, undesirable effects may occur – particularly if more of such competencies

Quadrant: invest and develop (A competency can be situated in this quadrant if it is less developed but the candidate has aptitude for it- based on his talents.

These competencies can be easily developed. In this case, we advise to develop thes competencies as much as possible and to invest in it. Concretely, this means the employee should be challenged to perform tasks for which he needs to use these competencies.

Quadrant: use and enhance (A competency can be situated in this quadrant if it is well developed and the candidate has aptitude for it – based on his talents)

If a position consists of many tasks requiring such competencies this is an ideal situation. You should use the competencies in this quadrant to the full: they yield most returns both for the organization and the employee.

(4)

TMA Method

TMA performancematrix

Competency profile: Demo Model 16/4/2009 Vertical axis: Degree of competency development Based on: Feedback of Others d.d. 01-09-2013 Horizontal axis: Degree of aptitude / development potential of competencies Based on: TMA Talent Assessment of Sarah Berger d.d. 31-01-2012 Planning and organising Attention to detail Perseverence Need to achieve Customer orientation

CONTROL RISKS USE AND ENHANCE

AVOID PITFALLS INVEST & DEVELOP

Little talent / hard to develop Some talent/ reasonably to develop Talented / easily to develop Good

Satisfying

Moderate

Weak -Insufficient

(5)

TMA Method

Overview advice by competency

Weak - Insufficient (2.32) Reasonable development potential (6.5) X INVEST & DEVELOP Attention to detail Weak - Insufficient (2.6) Difficult to develop (1) X AVOID PITFALLS Customer orientation Weak - Insufficient (2.35) Easily to develop (7) X INVEST & DEVELOP Need to achieve Weak - Insufficient (2.32) Reasonable development potential (5) X INVEST & DEVELOP Perseverence Weak - Insufficient (2.6) Reasonable development potential (5) X INVEST & DEVELOP Planning and organising Weak - Insufficient (2.68) Difficult to develop (2.5) X AVOID PITFALLS

(6)

TMA Method

© TMA Method 1999 - 2015 All rights reserved X INVEST & DEVELOP Weak - Insufficient (2.32) Reasonable development potential (6.5) Denken en handelen vanuit kansen in de markt en deze op juiste commerciële waarde schatten; Klantgericht handelen en de juiste relaties aangaan. Development activity - No development tips available! Coaching advice - No coaching tips available!

(7)

TMA Method

Attention to detail

X AVOID PITFALLS Weak - Insufficient (2.6) Difficult to develop (1) The ability to process detailed information effectively and consistently Development activity - Look at something carefully, put it away, and then look at it again. - Observe a colleague who is known to work neatly and see how s/he does it. - Read other people`s letters/texts and try to correct their mistakes. - Remain accurate, particularly when you are put under pressure. - Review other people's work and look for inaccuracies. - Review your question, take a break, and review it agian. - Run random checks for precision. - Take time to solve a problem; the success of your work is in the details. - Take your time; try to have an eye for details as well as the bigger picture. Coaching advice - Create an open learning environment in which mistakes are allowed. - Give your candidate ample time to finish his/her work so s/he does not feel rushed to finish it rashly. - Let your candidate reflect on the importance of accuracy and detail in his/her work and what the consequences of inaccuracy might be. - Perform random checks for precision. - Review together with your candidate whether you can find a pattern in his/her inaccuracies. Make sure s/he asks for feedback regarding his/her adaptability using 360º feedback. How do others regard his/her adaptability? - Review your candidate's work with him/her and see if you can make him/her think of a way to improve that work next time. - Try not to pressurise an employee to finish something quickly; allow him/her time to work with precision.

(8)

TMA Method

Customer orientation

X INVEST & DEVELOP Weak - Insufficient (2.35) Easily to develop (7) The ability and willingness to find out what the customer wants and needs and to act accordingly, taking the organisation`s costs and benefits into account. Development activity - Be clear about the services you provide. - Inform your client of your proceedings. - Promise less than you deliver (underpromise and overdeliver). Coaching advice - Encourage your candidate to realise that the customer makes his organisation work and therefore deserves a central position in his mind. - Ensure that your candidate listens carefully to his/her customers. Confront him/her when s/he does not listen carefully to you and draw a parallel to customer relations. - Simulate a situation in a role play in which a difficult customer files a complaint and see how the candidate reacts. Provide feedback afterwards. Is the candidate understanding? Does s/he listen? Does s/he try to solve the customer's problem? Does s/he i

(9)

TMA Method

Need to achieve

X INVEST & DEVELOP Weak - Insufficient (2.32) Reasonable development potential (5) The need to set high standards for one`s own performance, to show dissatisfaction with average achievements. Development activity - Discuss with your superior whether you could get more responsibility in your work. - Find out whether your work suits you in all respects by taking a TMA Professions Analysis. - Investigate which aspects of your work motivate you most. - Regard a problem as a challenge. - Set challenging goals for yourself. Coaching advice - Ask for your candidate's standards for his/her own work. Could these be a reason for his/her lowered level of motivation? - Ask your candidate which competences s/he likes to use at work and which new tasks are of specific interest to him/her. - Discuss with the candidate what his/her standards are regarding his/her work`s quality and quantity. - Encourage your candidate to take opportunities to share experiences with colleagues both within and outside the organisation and to exchange interesting ideas with them. - Ensure that your candidate is engaged in work that s/he is enthused to do, so the job stays attractive.

(10)

TMA Method

Perseverence

X INVEST & DEVELOP Weak - Insufficient (2.6) Reasonable development potential (5) The ability to hold on to views and plans of action despite adversity. Development activity -- Check regularly whether a set goal is still realistic and attainable. - Try and be realistic in your planning. - Try and continue working on a task a little longer when you feel like giving up. - Try and realise there is more than one way to attain your goal. Coaching advice - Ask your candidate to write down reasons that help attaining a certain goal and reasons that get in the way. Encourage him/her to find a way to deal with hindering reasons constructively. - Encourage the candidate to prepare well against resistance or complications from others. - Encourage your candidate to hold on a little longer when s/he feels like giving up. Try and find a possibility together to attain a set goal. - Investigate a recent situation with your candidate in which s/he had to and actually did achieve a goal despite adversity and resistance from others. What was the candidate's attitude? What was the reason for success? - Practise with your candidate defining goals in a SMART (Specific, Measurable, Attainable, Realistic, Timely) way.

(11)

TMA Method

Planning and organising

X AVOID PITFALLS Weak - Insufficient (2.68) Difficult to develop (2.5) The ability to determine goals and priorities and to assess the actions, time and resources needed to achieve those goals. Development activity - Ask the employee to explain how he/she takes relevant social, political and economic developments into account in his/her long and short term plans. - Avoid putting things off. - Decide the order in which activities should take place (long-term planning). - Make sure your plans are attainable and your employees are informed about the deadlines. - Take responsibility for the implementation of rules and procedures. - Take unexpected events into account in your planning. - Write agreements down. - Write an outline of relevant trends and developments and their consequences for your organisation and position. Coaching advice - Ask the candidate to check whether his/her time schedules are accurate. When did activities take longer than planned and why was that the case? - Ask the candidate to formulate long term goals - say, for over a month or half a year. Let him/her indicate priorities and how they would be reflected in a week`s planning. - Ask your candidate to define long term goals. Ask him/her to indicate what the priorities are and to make a planning based on those priorities. - Discuss with the candidate`s superior how s/he delegates tasks and provide feedback. Are objectives, responsibilities and authority clear? Are priorities set and resources provided? Does reporting and evaluation take place? - Encourage your candidate to ask others for 360º feedback regarding his/her planning and organising skills. What are his/her strengths and what could improve? Discuss the results with the candidate. - Encourage your candidate to plan a large task (or several tasks) and ask him/her to explain how this task will be performed. Discuss the planning with the candidate. Ask for priorities, time management, costs, sub-tasks that will be delegated and so on. - Invesitigate with your candidate what s/he has to learn in terms of planning and organising his/her own work and, possibly, that of others. - Let the candidate ask colleagues or employees for feedback on his/her planning and organising skills. What is well perceived and what could improve? Discuss the results.