Wecomplish
Training & development

1 Programs

In the platform, programs represent a collection of resources we would like people to step through in order to better prepare for existing and future roles.

Some use cases for programs include:

  • Educating existing team members within a certain topic
  • Checking the progress on a specific set of resources when onboarding new team members
  • Custom programs for an individual struggling with a certain type of problem

Creating programs

When creating a program, you can decide between building one from scratch, or copying a program from the Wecomplish library. To do the latter, click the 

Selecting a program from the library will copy the program and all it's publicly available resources.

Click the purple eye-icon to preview the contents of a program before copying it.

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Adding resources

Once you have created or copied a program, you may select which resources to add. See the programmable trait for which types of resources support being included in a program.

Use the sort-handle to drag and drop resources in the order you prefer participants to go through them.

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Adding participants

In order for someone to be exposed to a program, you need to add them as a participant. A participant can be any pre-existing user within the platform.

To add a participant, select the participants tab, clich the "Add participant" button, and start typing to search for the user, or click the "Browse all" to search for users.

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Viewing participant progress

To view participant progress, click the name of the participant in the participant list, or navigate to the dashboard of that user and locate the "Potential" section of the Me-focus.

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From the dashboard, you can see the amount of resources completed, how long ago since the last time there was any program activity by the participant, and any expectations that the participant may find unclear or would like some assistance with.

By clicking into the program you get a more detailed view of the progress and evaluation of each resources. Here, the resources not yet completed are grouped at the top, and the completed resources are shown at the bottom, sorted in descending order by participant evaluation.

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The evaluation is based on the participant familiarity with the resource, expect for surveys and healthchecks where the evaluation represents the survey response and check-in score respectively.

Program overview

The Program overview shows all the programs within the organization, grouped by team and category, and displaying the participants of each program.

Navigate to the program overview by selecting Organization in the top navigation, and then Enablement > Programs in the left column.

2 Familiarity

2.1 Refamiliarization

After some time has gone since your familiarity indication, you might want to refamiliarize yourself again. Use cases for this include:

  • To evaluate your progress, for instance, in relation to an ambition
  • To repeat something for the purposes of better understanding, increased awareness or compliance
  • To assess to which extent your familiarity has changed
  • To have something remain top of mind

You can refamiliarize yourself with roles and skillset. The button for refamiliarization appears on the role or skillset assignment page, if there is more than 30 days since you last updated your familiarity with one of the expectations.

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One you click the "Update your familiarity" button, you will be brought through all and any expectations where the last time you updated familiarity is more than 30 days ago.

2.2 Familiarity as a concept

Ensuring that people grow and remain familiar with policies, responsibilities, skills, etc is one of the great operational challenges of an organization. And the more often there are changes in people, roles or expectations, the more challenging it becomes to keep expectations and familiarity in sync.

To address this challenge we allow for people to communicate to which extent they are familiar with something. We refer referred to as familiarity.

Familiarity provides us with a more effective and efficient way of identifying and updating people's understanding of, belief in and comfort with something.

We find familiarity to be a great indicator of to which extent a person can realistically be expected to to comply with expectations, and a useful way of communicating the levels involved in reaching an operational and value-adding state.

Familiarity indication levels

When someone indicates their familiarity with something, they are prompted to select from one of four levels. These are:

  1. Aware: I am aware of the expectation
  2. Understand: I understand when and how to meet the expectation
  3. Comfortable: I am comfortable meeting the expectation
  4. Automated: I have automated or intuitively meet this expectation

Here's an example of familiarity indication in the context of a system:

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How to think about familiarity

The familiarity levels builds on top of one another. That means that if you indicate that you are Comfortable, you are also expected to Understand, and if you indicate that you are Automated, you are also expected to be Comfortable.

As a leader (or any person having expectations of someone else, for that matter), consider the fact that we can't realistically expect people to predictably meet an expectation unless they have indicated that they are Automated.

Familiarity reporting

When familiarity data is aggregated and reported on, it is reported as two percentages:

  • Awareness
  • Familiarity

The percentage is calculated relative to the context.

You'll usually see these indicators appear next to eachother, in the form of two progress bars:

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The awareness percentage indicates if any familiarity has been given (regardless of level), whereas the familiarity percentage takes the explicit familiarity level into account.

The point of distinguishing between the two is that we want to focus on building awareness of expectations first, and then later focus on improving familiarity levels where neccessary.

Read more about how to explore familiarity.

Information types supporting familiarity

The overview of the familiarity information type describes which specific information types that support indicating familiarity (in the "Outgoing associations" column).

You can also identify if a specific page supports familiarity by whether or not the familiarity icon appears on the right hand side of the subheader.

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When you have indicated your familiarity with something, the icon is replaced a familiarity indicator indicating your current level of familiarity:

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Familiarity vs proficiency

People sometimes confuse the platform concept of familiarity with the platform concept of proficiency (the latter being related to skillsets).

It makes sense to distinguish the two concepts like this:

  • Familiarity is subjective. It aims to communicate your own personal comfort level with expectations.
  • Proficiency is objective. It aims to communicate your skill level as perceived by your peers.

2.3 Familiarity panel

Communication of familiarity is done via the familiarity panel. From this panel you can:

  • Communicate your own familiarity for a given piece of information
  • Reflect on an make notes of what's keeping you from reaching the next level of familiarity
  • Request mentor assistance
  • Review other peoples familiarity with a given piece of information
  • Review the overall awareness and familiarity with a given piece of information relative to the roles expected to be familiar with it

When !ddocs, the panel is automatically opened. To open and close the panel manually, click the familiarity indicator icon in the top, right corner or use the keyboard shortcut f.

The familiarity panel answers the following questions:

How familiar are people with this piece of information?

At the top, you can see the level of awareness and familiarity for this piece of information. The awareness  bar indicates if people have indicated any form of familiarity, wheres the familiarity bar indicates how familiar people are.

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The percentages are relative to the people who hold roles expected to be familiar with the information.

Who is familiar with this piece of information and to what extent?

Next comes a list of the people who have indicated their familiarity, including their level of familiarity. Hover over the individual familiarity indicators to view any additional notes given by each user.

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If you have indicated your own familiarity, it is displayed at the top of the list:

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Who is not familiar with this piece of information?

If there are any people who have roles which are expected to indicate familiarity, but have not done so yet, you can see those people by scrolling to the bottom of the panel:

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2.4 Indicating familiarity

The primary motivation for indicating familiarity is to keep up with the expectations of the roles assigned to you.

The easiest way to do this is to click the purple "Indicate your familiarity" button which appears in the upper, right corner of your Focus dashboard whenever there are expectations associated with your roles with which you have not indicated familiarity.

You can reach your Focus dashboard by clicking the Wecomplish-logo in the upper, left corner.

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When you click the purple button you are taken to the first expectation with which you have not indicated familiarity.

In the top, you will see a familiarity indication section. The left column is for indicating your familiarity, whereas the right column explains why you are expected to be familiar with this piece of information, and your overall awareness of role expectations.

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Individual role familiarity

If you want to focus on building familiarity with a particular role, select the role in question from the right column of the Focus dashboard...

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...and click the purple "Indicate your familiarity" button in the context of the role:

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Individual role expectation familiarity

If you want to indicate your familiarity with an individual role expectation, navigate to the role in question, select the expectation type in the right column, and then click the particular expectation in the left colum.

You can identify which expectations types have missing famiiarity by the first progress bar in the right column being less than 100%, and the expectation in the right column having no familiarity indicator.

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For a detailed understanding familiarity, please review Familiarity as a concept and the Familiarity panel.

Standalone familiarity

A piece of insight does not have to be a role expectation for you to indicate familiarity with it.

If you want to indicate familiarity with a random piece of insight, navigate to the page of that insight and trigger the Familiarity panel.

Best practices

When indicating familiarity, you are only required to select the familiarity level. However, you are encouraged to reflect on and fill out the comments field explaining what's keeping you from reaching the next level of familiarity, as well as deciding on whether you would prefer mentor assistance with improving your familiarity.

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Completing these two extra pieces of information makes the familiarity indication vastly more useful both for yourself and your coworkers in identifying the next step to improving your familiarity.

2.5 Explore familiarity

Exploring familiarity can be done in multiple contexts depending on which question you are looking to answer.

Information familiarity

If you want to know who is familiar with a given piece of information (and how familiar they are), navigate to that piece of information and open the Familiarity panel.

Relative information familiarity

If you want to know the level of familiarity of pieces of information relative to their siebling, select the "Familiarity" view type in the view type dropdown.

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This will display the awareness and familiarity of each individual item, sorted in ascending order first by awareness, and then by familiarity.

The familiarity view type is supported when viewing:

  • Training & development
    • The people who master a skillset
    • The people who hold a role
    • The responsibilities of a role
    • The (top level) skills of a skillset
    • The expectation type of a role holder
  • What we use
    • The systems of a team
    • The vendors of a team
    • The equipment within a team
  • How we work
    • The checklists of a team
    • The policies of a team
    • The processes of a team
    • The insight types associated with a category
  • Improvement
    • The risks within a team

Role familiarity

If you want to know how familiar all role holders are with a given role, navigate to that role, scroll down to the "Role holders" section and examine the progress bars located there.

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Role holder familiarity

If you want to know how familiar a specific person is with a specific role, navigate to their role assignment.

This can be done either via navigating to that person and their list of roles:

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...or via the role and the list of role holders.

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Role expectation (type) familiarity

If you want to know how familiar a person is with (1) a specific role expectation or (2) a type of role expectations, navigate to that role holder via the person or the role.

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Person familiarity

If you want to know how familiar a person is with all their role expectations, navigate to that person and examine either their familiarity with (1) overall role expectations or (2) specific skillset expectations.

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People familiarity

If you want to know how familiar each individual is with role expectations, navigate to the organizational Familiarity report (Organization > Reports > Familiarity).

Organizational familiarity

If you want to know how familiar the entire organization is with expectations, navigate to the organizational dashboard.

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2.6 Maintaining familiarity with expectations

In order for familiarity to be truely useful it needs to be exposed in the context of expectations. That's what the Training view is for.

The training view provides a birds eye view of what a person is expected to familiarize themselves with in order to meet the expectations of a role or skillset, including the progress of that familiarization.

Use cases include:

  • Onboarding: When a person is new in a role and needs to focus on getting up to speed
  • Skill training: When a person wants or needs to adopt a new skillset
  • Updated role/skillset expectations: When the expectations of a role or a skillset have been updated and the role/skillset holder needs to familiarize themselves with the updated expectations

To access your own training view, click either the "Roles" or "Skills" link in the left hand side navigation, or select the role you would like to train on from the right hand column in the focus view.

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You can access the training view of others by searching for that person and clicking the "Roles" or "Skills" links in the left navigation.

Roles

Role training is the primary training type, and allows you to train and communicate familiarity in the various expectation types associated with a role.

Skills

Allthough skillset training is also a part of roles (provided that the role expects the given skillset), skillset training is also its own thing. This is relevant for those cases where you would like to train in a skillset which is not (yet) required by any of the roles you hold.

Training view

Clicking the name of the role or skillset will bring you to the training view. In the context of a role, the training view might look something like this:

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Navigation and overall familiarization

In the right column there is a navigation with the different types of expectations associated with the role/skillset, and a percentage indicator displaying your awareness and familiarity for that type of expectation.

The color of the indicator is red between 0% and 33%, yellow between 34% and 66% and green between 67% and 100%.

List of expectations 

In the left column there is a list of the specific expectations, including their associated familiary level.

Clicking the name of an item will take you to that piece of content with the familiarization panel open so you can update your familiarity.

Clicking on the purple "Indicate your familiarity" button will take you to the next expectation for which you have not yet indicated your familiarity.

Recency of familiarization updates

You can see how recently someone has updated their familiarity with their roles, skillsets  and individual expectation types in various places:

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Indicating standalone familiarity

Indicating familiarity is usually done in the context of role or skillset expectations.

However, you can also update your familiarity with singular pieces of information not neccessarily expected by a given role or skillset.

To update your familiarity with a given piece of information, trigger the Familiarity panel and click the "Indicate your level of familiarity" button, or update the existing familiarity indication.

2.7 Managing familiarity expectations

2.7.1 Setting familiarity expectations

As a leader or experienced worker, you know that there is a lot of different information which others in your organization would benefit from being familiar with. By making it more clear who is expected to be familiar with what, we can more easily ensure that the right people are exposed to the right information.

Most often the expectation of being familiar with something occurs in association with a role, meaning that we expect a person holding the role to be familiar with certain aspects of the role.

For instance, we might expect someone who is a project manager to be familiar with the responsibilities they are expected to practice, the processes they are expected to contribute to, the risks they are expected to mitigate, etc.

In other cases, we might have particular expectations of certain individuals to be familiar with a particular piece of information.

The platform supports both these use cases, by providing two ways of setting familiarity expectations both for roles and individuals.

Set familiarity expectations of a role

Setting familiarity expectations for a role consists of dictating which roles are expected to be familiar with a given piece of information.

This is the preferred method of indicating familiarity expectations, as it will ensure that both existing and future role holders will be exposed to the expectation.

In order to request familiarity via a role, add the roles you would like to be familiar with the information under the "Relevant for" section in the right column of the piece of content.

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Requesting familiarity via roles does not produce any specific email notifications to role holders, but rather assumes that users are utilizing the Maintaining familiarity with expectations functionality in order to remain up-to-date with role expectations.

Set familiarity expectations of individuals

In some cases, you might want to specifically request familiarity from individuals. Use cases include information which does not require familiarity from a given role, but you still want a particular person to be familiar with it.

When you request familiarity, an email is sent to that person. The email contains a link that will take them to the relevant context where familiarity can be set.

To request individual familiarity, open the Familiarity panel, click the "Request familiarity from someone else" button and fill out the form that appears.

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When the invitee changes the state of their familiarity, a new email is sent to the person who requested the familiarity notifying them of their familiarity level.

2.7.2 Requesting familiarity updates

In some cases, you might want to specifically request that someone update their familiarity. Use cases include

  • When you want to draw attention to a particular piece of information
  • When information has changed sufficiently to warrant refamiliarization 
  • As reminders/social accountability when people have not updated their familiarity in accordance with the expectations of the organization, team or team leader.
  • When you feel like the familiarity indication of an individual does not accurately reflect their current familiarity

When you request an update to familiarity, an email is sent to that person. The email contains a link that will take them to the relevant context where familiarity can be updated.

Why requesting familiarity updates is a manually triggered process

You might wonder why requesting updates to familiarity isn't triggered automatically by the system.

The reasons for requiring individuals to trigger this manually are:

  • We are more prone to respond to requests from an actual person rather than a system (especially if that person is someone we care about, or someone who holds judgement on our performance).
  • In very busy periods, updating familiarity might not be what's most important, and having an automated system continuously nagging about this could result in the recipient slowly developing notification blindness.
  • Some organizations/teams/team leaders have come far and have high expectations when it comes to keeping familiarity updated, while others have not (yet). By triggering requests manually the requests remain more relevant and in sync with the actual expectations of the organization and its leaders.
  • It's more motivating to update familiarity when we know that a real person actually cares about or is looking to gain insight into our familiarity.

You can request familiarity from individuals in the following contexts.

Piece of information

Request missing familiarity

If you would like to request familiarity from the people who hold roles which are expected to be familiar with the information, but have not yet indicated familiarity, trigger the Familiarity panel and click the orange bell button in relation to the header "Missing familiarity from".

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Request an update to familiarity

If you have made significant updates or changes to a particular expectation, it's useful to allow the people who have already indicated their familiarity to familiarize themselves with the updates.

Whenever you edit a piece of information with which people have already indicated their familiarity, you will be prompted whether or not you would like to request a familiarity update from those people.

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You can also trigger a familiarity update request manually by opening the Familiarity panel, clicking the "Request an update to familiarity" button and filling out the form that appears.

When you request an update to familiarity, an email is sent to everyone who has already indicated their familiarity requesting them to update it.

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If you want to request a familiarity update from a single person, click the allipsis in association with that person and select "Request updated familiarity".

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Person

If you would like a person to update familiarity to all the role expections with which they are not 100% aware, navigate to the focus dashboard of that person and click the orange bell button in relation to the "Training and development" heading.

The button only appears if there are role expectations with which the awareness is below 100%.

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Expectations in focus

If you would like a person to update familiarity with their expectations in focus, navigate to the focus dashboard of that person and click the orange bell button in relation to the "Expectations in focus" heading.

The button only appears if there are at least 6 days since familiarity was last updated for any of the expectations.

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Role

If you would like a person to update familiarity with the expections of a specific role expectation with which they are not 100% aware, navigate to the role holder view and click the orange button with the text "Request missing familiarity".

The button only appears if there are expectations with which the role holder awareness is below 100%.

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2.8 Growing familiarity

2.8.1 My team

As leaders and managers, one of our key responsibilities is to get the best out of our people.

In order to to so, we need to provide them with the training, priorities, and support they need in order to grow and excel in their roles and deliver their best work.

However, executing on this responsibility can pose a lot of challenges:

  • We're all busy, which can make it difficult for team members and leaders to be able to sync up and prioritize support efforts at the same time
  • Reflecting on, identifying and addressing development potential and support needs on the spot can be difficult
  • Some people require a lot of assistance while others prefer to be left alone, but everyone benefits from high-quality guidance and support

In order to make it easier to follow up with the people who report to you, the platform provides the My team support view. The goal of this view is to help you answer the question "How can I best support you?" for each of your individual team members.

You can reach the My team view by clicking the Wecomplish logo, and selecting Support Others > My team in the left column.

Support card

For each person in your team, you can find a card containing information on how to support them. Here's an example of what a card might look like:

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The card is divided into three main sections relevant for reflecting on how to best support that person:

Familiarity

What to expect/look for:

  • Awareness is at or close to 100%, or steadily growing (during onboarding)
  • Familiarity has been updated within the last week (click the "Familiarity" header to explore familiarity development over time)

How to act:

  • If awareness is <100% and there have been several weeks since the last familiarity update, consider clicking the "Request missing familiarity" button.

Focus

What to expect/look for:

  • The person has something to focus on
  • The person is not focused on too many things
  • The things the person is focused on reflects what you expect them to be focusing on (click the "Focus" header to explore individual focus items)

Support

What to expect/look for:

  • The person has one or more mentors to which they can turn for guidance
  • The person is mentoring one or more people in something they are great at
  • The person is getting the assistance they have requested
  • The person masters the skillsets required by their roles

2.8.2 Improving familiarity with insight types

Central to the use of the Wecomplish platform is understanding and contributing to the different insight types that can be stored within the platform.

As a result, whenever you're looking to improve your ability to use the platform more effectively and autonomously, it makes sense to focus on improving your familiarity with the different insight types you're expected to contribute to.

Identifying which insight types a person is expected to contribute to

To uncover which insight types you're expected to contribute to, navigate to your profile and click the "Explore" button in relation to the Platform box.

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This will display the "Only mine" view of the Overview-page, meaning you will only see the insight types the given user is expected to contribute to.

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Insight type expectations

The insight type a person is expected to contribute are those with a light blue background, and where you, on the right hand side, can see either an indication of current familiarity, or an indicator showing that familiarity is missing.

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If the insight type is light blue, but the right hand side is empty, the person in question does not have a role in which they are expected to contribute to this information type (yet).

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Read more about the Overview-page and how it works here.

How to improve familiarity with a particular insight type

To improve your familiarity with a particular insight type, click its name, bringing you to the full view of the insight type.

From here, there are several different options you can choose from in order to better understand how the insight type works.

Understand how the insight type relates to others

In order to produce a predictable structure, there are predetermined rules dictating which insight types can be stored under which, and how they can be associated with oneanother.

Read more about how the insight types relate to eachother under the subheading "Understanding the relations" on the Overview-page.

Explore examples

In the white, middle card, there is a "Content" block showing three examples of the insight type published within your organization.

Click one of the items to explore it,or click the "Browse all" button to view more examples.

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Read the documentation

Reading the documentation of an insight type is a great way to better understand the intention and value of managing a given piece of insight.

Provided that the insight type has an associated documentation page, you can find it by clicking the "How to contribute" button on the white card.

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Try it out yourself

When you feel like you have a conceptual overview, there's no substitute for getting your hands dirty and trying it out yourself.

You can play around with an insight type by publishing, editing and deleting it, either within on of your own teams, or by creating a sandbox team in which you can experiment with diffent insight types.

2.8.3 Unclear expectations

One of the most common reasons why expectations are not met is because they are not properly understood.

To help identify expectations that are ambiguous, fluffy, confusing or just plain old difficult to understand, the platform implements the concept of unclear expectations.

When Indicating familiarity, the user can check the box indicating an unclear expectation.

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This will result in a question mark icon appearing in relation to the familiarity indication, wherever it is visualized.

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In addition, unclear expectations are exposed in various views and context throughout the application.

People

To review which expectations a particular person considers unclear, navigate to that person and click the "Unclear expectations" link in the left navigation, in the "Support me" group.

This will display all the expectations marked as unclear by that person, grouped by type of information.

In order to more easily discover if a person has expectations they consider unclear, the amount of unclear expectations is displayed on their support card.

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Team

To review which expectations are unclear within a given team, navigate to that team and click the "Unclear expectations" link in the left navigation, in the "Reports" group.

This will display all the expectations belonging to that team that have been marked as unclear by one or more people.

In order to more easily discover if a team owns expectations that are considered unclear, the number of unclear expectations is displayed on the team dashboard.

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Organization

To review unclear expectations at an organizational level, navigate to the organization and click the  "Structural capital" link in the left navigation, under the "Reports" group.

This will display all unclear expectations divided by team, including links to the unclear expectation report of each individual team. 

2.8.4 Expectations in focus

Most of us have lots of development potential. The indication of familiarity helps expose this fact, but can also make it feel overwhelming to get started improving ones familiarity ("Where do I start?").

In order to make the development process more tangible, better aligned with others perception of our potential and to enable us to better prioritize, the Platform uses the concept of expectations in focus.

Think of expectations in focus as providing you with a method for addressing the concept of people working with themselves in the context of a role. You can hear this referred to in day-to-day chatter as people saying "I'm working on that" or "He really needs to work on that".

With focus we can signal which specific expectations (be it a responsibility, a skill, etc) a person is expected to prioritize their development efforts towards. Put another way, we can communicate which expectations a person is expected to improve their familiarity with.

Focus can be set by the familiarity holder themselves, or by another person suggesting something that that person might benefit from focusing on.

Set focus

There are two ways in which you can set something in focus:

From the user side

To set focus on an expectation navigate to that user, make sure the "Expectations" tab is selected and click the "Add expectation" button.

This opens up a search field in which you can search for the expectation you would like to be put into focus.

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From check-in

Start a check-in. When you get to the expectations step, click the "Add expectation" button.

This opens up a search field in which you can search for the expectation you would like to be put into focus.

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From the expectation side

Navigate to the expectation.

If you want to set the expectation in focus for yourself, click the pin-icon to the right of the familiarity indicator. Click again to disable focus.

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If you want to set the expectation for someone else, toggle the familiarity panel and click the focus indicator corresponding with the person you want to focus on it.

Please note that this way of setting familiarity only works if the person has already indicated their familiarity. If the person has not indicated their familiarity yet, you can work around this by first setting the familiarity expectation for that individual, and then set focus on that expectation.

Focus limit

To prevent the expectation of focusing on too many things at once, a person can only have 5 expectations in focus at the same time.

If you attempt to set items in focus for a person who already has 5 items in focus, you will receive a warning and focus will not be set.

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View things in focus

In order to view which expectations a person is focused on improving, navigate to the Focus-dashboard for that person. The expectations in focused are displayed under the "Expectations" tab of the Priorities-section, which is visible below the Plans-section in the left column.

To review the focus of multiple individuals at the same time, use the Focus report.

Identifying things to put in focus

In the beginning, it can feel foreign and difficult to identify which things to put in focus. Consider using one or more of the following methods for identifying relevant expectations:

  • Select individual responsibilities or skills from the roles or skillsets you have an ambition of getting better at
  • Identify the roles with which you have the lowest familiarity and pick some of the expectations from this role in order to improve your overall comfort with the role.
  • Ask someone you trust (a leader/coworker/partner) which expectations they feel you might benefit the most from focusing on in order to improve your perceived performance.
  • Which tasks do you tend to procrastinate? In which ways do people signify frustration with your performance? Consider if the reason is expectations with which you are less familiar or comfortable.
  • Identify expectations you would not be uncomfortable delegating to someone else because they are not sufficiently clear, and use focus as a means to better describe them.

As you grow more familiar with the expectations in focus feature, so will your intuition for discovering and pinning expectations whenever you realize that there's something you would benefit from improving your familiarity with.

Maintain familiarity with things in focus

As a reminder to keep checking in with and reflecting over the expectations you have in focus, a purple play button appears at the top of your expectations in focus whenever you have one or more expectation with which you have not updated your familiarity the last 7 days.

Click the button to be taken through each pinned familiarity indication older than 7 days.

You can also use Check-in (one-on-one) to ensure that you maintain focus on both your expectations and other priorities.

2.8.5 Notification of completed familiarity

The first time someone completes indicating familiarity with all the expectations of a specific role or a skillset, an email notification is sent out to key stakeholders.

The purpose of the notification is two-fold:

  • Recognize: Reflecting on and indicating familiarity can be mentally taxing, especially for deep thinkers. Completion of a role or a skillset is a milestone which deserves a pat on the back.
  • Understand, focus and support: Once familiarity has been completed for a role or a skillset, you now have a lot of data which you can use to better understand the comfort level of that person, where they need help and what they consider unclear. Use this information to be proactive by deciding where you could clarify expectations, provide support or put specific expectations into focus.

Who is notified?

For role familiarity completion, the following people are notified, if specified:

  • Leaders (people the person indicating familiarity reports to)
  • Role mentors
  • The person who has indicated the role as an ambition

For skillset familiarity completion, the following people are notified, if specified:

  • Skillset mentors
  • The person who has indicated the skillset as an ambition

2.8.6 Development over time

The role list and single role view for a person includes charts indicating how that person is developing over time. In the context of the Platform, development is measured as a change in familiarity with role expectations.

There are two charts indicating changes in awareness and familiarity respectively. They are displayed at the top of the role list of a person, and at the bottom of the single role view of a person.

Skjermbilde 2021-11-28 kl. 12.44.56.png

Each chart has two Y (vertical) axis.

The left axis corresponds with the purple line and displays the score over time. This number is always expected to grow unless someone deletes or downgrades their familiarity.

The right axis corresponds with the green line and displays the percentage over time. This number will increase when familiarity is set/upgraded and drops when additional expectations are added to the roles assigned to that person.

2.8.7 Mentorship

We could all benefit some guidance and well-meaning nudges in order to progress in our roles and better master a skillset. And it's not neccessarily always our leader who is the best fit for this job.

To produce this type of social support and accountability, the platform implements the concept of mentors.

Mentor/mentee relationship

A mentor is someone who aims to provide someone else (the mentee) with intellectual and emotional support in an attempt to improve their understanding of and familiarity with a given role or skillset.

In order for the mentor/mentee relationship to work properly there needs to be an awareness of the relationship and regular communication between the two parties.

A mentor is responsible for helping the mentee, by:

  • Learning them the ropes (bring them along/include them when relevant)
  • Sharing best practices into how to best execute a given responsibility or skill that the mentee finds challenging.
  • Functioning as an accountability buddy (holding them accountable for improving)
  • Review and act on Notification of completed familiarity

In turn, the mentee should:

  • Ensure regular communication with the mentor
  • Convert mentor insight into insight reusable for other role/skillset holders

Assign a mentor

A mentor can be allocated to any specific role or skillset assignment of a person.

To assign a mentor, select the role/skillset in the training context of a given user and select a mentor in the right hand column.

Insight_Manager.png

If you check the box "Send notification", an email will be sent to the mentor notifying them of the mentorship  expectation and linking them to this documentation in order to improve their awareness of the mentorship concept.

A list of the roles and skillsets a person is mentoring others in is availble under the Mentorships menu item. 

Cursor_and_Mentorships.png

Request assistance from a mentor

If you require outside assistance in order to improve your familiarity with something, check the "Request mentor assistance" checkbox when indicating familiarity.

5143.png

This will result in a life ring icon appearing in relation to your familiarity indication, wherever it is visualized.

Mentors can easily see which mentees require assistance (and for which expectations) from their mentorship overview.

5144.png

Review mentor assignments

For roles invested in making sure that there exists an network of mentors to help and produce accountability (CEO/insight manager/training and development manager), there exists an overall mentorships report. The report is only accessible to platform admins.

To view the report, go to Organization > Report > Mentorships.

Here's an example of a report:

Skjermbilde 2021-12-09 kl. 11.07.47.png

Use the report to ensure that:

  • The roles of mentor and mentee are evenly devided
  • Everyone/most people has someone who they help/are accountable for
  • Everyone/most people has someone who helps them/holds them accountable 

2.9 Familiarity cache

In order to make sure that familiarity data is presented quickly, and to report on Development over time, a persons awareness and familiarity with roles is cached. The cache means that a persons familiarity with roles does not have to be calculated with each page load.

The cache is used the following places:

  • The list of roles in the right colum of the Focus dashboard
  • The list of roles in the right column of the Roles list of a person
  • The Role familiarity report

Automatic rebuilding of cache

The cache is automatically rebuilt when:

  • Someone updates their familiarity
  • Someone is removed from a role
  • Someone is added to a role

Manual rebuilding of cache

There are cases where the cache can grow outdated. Most commonly this happens when new expectations are added, and none of the automatic triggers for cache rebuilding has occured since.

Outdated cache can most easily be recognized on the Roles-list of a person, where the left column list of roles is uncached, and the right column list is cached.

If you suspect that the cache is outdated for a given person, you can manually trigger an update of the cache by clicking the refresh icon in the right column of the Focus-dashboard, or in the Role familiarity report.

Mouse_Highlight_Overlay.png

3 Roles and responsibilities

Using the functionality for roles and responsibilities you can clearly communicate and manage

  • Which people hold which roles and the state of the individual role assignments
  • Which responsibilities a particular role entails
  • How often responsibilies are expected to be addressed and actually set aside time to address them
  • Insight relevant for managing each responsibility in accordance with expectations and best practices
  • Which responsibilities are unmanaged

Roles are intended to function as living, up-to-date job descriptions which gradually evolve as the role holder and organization in general learns more about what the responsibilities should entail and how to operationalize them.

By making proactive use of the role functionality, roles and responsibilities are easily redistributable as the organization grows and adapts.

Here's an example of how a role might appear:

Skjermbilde 2022-01-18 kl. 15.43.00.png

3.1 Create a new role

Roles are created in the context of a team. To create a role, click the plus icon in the upper, right corner and select "Role", or use the keyboard shortcut "r".

4632.png

3.2 Assign a role to someone

You can assign a role to a person by navigating to that Person > Roles and adding the role.

You can also assign a person to a role by navigating to the role in question and add the person as a role holder. The effect of assigning a role to a person and a person to a role is the same.

The remainder of this documentation is focused on assigning roles to a person.

Assigning a role to a person

When assigning roles to a person, you can either select from the list of pre-existing roles, or have a new role created.

Create a new role

If you type in the name of a role which does not already exist, the role is created for you. If your organization consists of multiple teams, you will be prompted to select the team which is expected to maintain the role.

Selecting a pre-existing role

In order to select a pre-existing role, start typing into the role name field in order to get an autocomplete list of existing roles matching your query within your organization.

To see all roles,  click the "Browse all" link in the right corner to expand the available role options. This expands not only the list of roles within your own organization, but also the roles that publicly available within the Wecomplish Library.

Role assignment states

The following states are available for the role assignment:

  • Suggested
  • Evaluating
  • Intended
  • Rejected
  • Onboarding
  • Practicing
  • Operational
  • Offboarding

You can see all your own roles and their current state by selecting the view of you role, or see all the roles of a coworker by searching for that user which will bring you to their role page.

3.3 Manage skillset expectations

If the role assumes certains skillsets in order to comply with quality expectations and regulations, you can add skillset expectations to the role.

To add a skillset expected of a role, navigate either to the role in question and add the skillset expected:

Cursor_and_Test_role.png

...or navigate to the skillset in question and add the role which expects it:

Test_skillset.png

When adding a skillset expectation, you are asked to select the minimum level of proficiency expected. Hover over the question marks to get a detailed explanation of how each proficiency level is defined.

Cursor_and_Test_skillset.png

Once you are done specificing which skillset you expect of which roles, and at which level, use Skillsets with insufficient proficiency to collect information about how well someone masters a skillset and identify where people need to improve.

3.4 Responsibilities

3.4.1 Manage responsibilities

Responsibilities are primarly managed in the context of a role. If you're not sure who holds (or should hold) the responsibility, you can create an unmanaged responsibility directly on the team.

Each responsibility has a given frequency (or alternatively "ongoing") explaining the expectation of how often the responsibility should be adressed.

The responsibilities are grouped by category when displayed. Here's an excerpt of the list of responsibilities from the team leader role:

Skjermbilde 2022-01-18 kl. 15.41.35.png

3.4.2 Recurring allocation of responsibilities

Assigning someone to a role does not automatically ensure that the associated responsibilities are adhered to. People are busier than ever, so unless a responsibility has been properly automated as default behaviour, it can quickly be forgotten.

Use recurring allocations to make sure that a given individual has reserved time for a given responsibility.

The avatars in the list of responsibilities indicate which users (if any) that have recurring allocations for a given responsibility.

Member_of_the_organization__employee_.png

Click into the responsibility to see details of the associated recurring allocations.

3.5 Best practices

3.5.1 Keeping roles and responsibilities market/country neutral

For organizations expected to grow into new markets and countries, it makes sense to reuse roles and responsibilities across different markets/countries.

In order to be able to do this, you should aim to maintain market/country neutral roles, and rather indicate country/market as a part of the team in which the role is assigned.

Here is an example of a role that is market/country specific:

Skjermbilde 2022-11-04 kl. 10.51.36.png

And here is that same role, reorganized to be market/country neutral:

Skjermbilde 2022-11-04 kl. 10.52.43.png

This example applies specifically to roles and responsibilities, but the same goes for skillsets, processes and other types of structural capital that might be relevant to reuse in different markets/geographical locations.

3.5.2 Categorizing responsibilities

As roles and their associated responsibilities grow in size, the amount of responsibilities can make it more difficult to gain an overview of the role and, as a result, maintain role clarity.

To preserve role clarity of a growing role you can categorize the responsibilities that naturally fit togheter. Categorizing a responsibility is done by clicking the name of the responsibility and managing the categories in the right column.

Fix_the_bugs_in_the_team__reduce_friction_.png

The result of categorizing responsibilities with the same category is that the appear together in the list of responsibilities.

Skjermbilde 2022-11-25 kl. 16.16.37.png

In the context of role familiarity, categorizing responsibilities has the added value of accumulating familiarity pr category. By selecting "Familiarity" in the dropdown and clicking "Collapse categories", you can more easily analyze which categories of responsibilities a role holder is more and less comfortable with.

Team_leader.png

4 Skillsets

Ferdighetssett (skillsets) hjelper teamet å få oversikt over hva man forventes å kunne for å levere effektivt i en eller flere roller på teamet, og hvilke personer som besitter hvilke ferdighetssett.

Ferdighetssett

Ferdighetssett er en samlebetegnelse på et sett med ferdigheter som gjør at man ville svart "ja" når noen spør deg om du kan ferdighetssettet.

"Føre regnskap" og "Spille gitar" er eksempler på ferdighetssett.

Legge til et ferdighetssett

For å legge til et ferdighetssett, gå til teamet hvor ferdigheten forventes, velg "Kompetanse" i menyen og trykk på "Nytt ferdighetssett".

Personer som mestrer et ferdighetssett

For å se personer som mestrer et ferdighetssett, klikk deg inn på ferdighetssettet.

Her kan du se alle som mestrer ferdighetssettet, sortert kronologisk etter når de begynte å praktisere ferdighetssettet.

For å legge til flere personer som mestrer ferdighetssettet, trykk på "Legg til person", søk opp personen det gjelder og angi når vedkommende begynte å praktisere.

Du kan se alle ferdighetssettene en person mestrer ved å trykke på vedkommendes navn i listen over personer, eller ved å søke opp vedkommende og velge "Kompetanse" i navigasjonen.

4.1 Skillsets and skills as a concept

Skillset

A skillset is something that someone can be considered proficient in (aka "good at"). Playing guitar is a skillset. The same is Cold calling a prospective client.

In order to identify if something is a skillset, try asking the following questions:

  • Does it make sense to refer to someone as being really good at [skillset]?
  • Do I have particular expectations of role holders mastering the skillset on a certain level of proficiency?

If the answer to at least one of the above questions is "yes", then you are probably dealing with a skillset.

Skills

Skillsets are broken down into the particular skills on is expected to be able to perform/know in order to be considered proficient in the skill. Skills can be broken down into subskills where neccessary.

In the context of the Playing guitar skillset, skill examples might include

  • I can tune the guitar
  • I know the most common chords
  • I can read sheet music
  • I can play the guitar using different techniques
    • I know common strumming patterns
    • I know common fingerpicking patterns
  • etc...

Distinction from resembling information types

Skillsets are sometimes confused with the closely resembling information types skills and policies.

Here's how to think about these three information types in order to better distinguish between them.

Skillset

Describes expected proficiency/level of mastery. Collection of singular skills.

Skill

Describes a singular ability one is expected to be familiar with in order to be considered proficient in the parent skillset.

Policy

Describes expected behaviour.

4.2 Skillsets with insufficient proficiency

When associating a skillset with a role, you can select which level of proficiency is expected of the role holder.

This makes the platform able to expose which the skillsets in which a person has insufficient proficiency, based on their roles.

Information about insufficient proficiency can be used to:

  • Communicate to an individual where their roles require them to improve
  • Better understand how well someone perceive themselves to master something
  • Identify, on a team level, where we have the larges discrepancies between expected and actual mastery

To get to the insufficient proficiency view for an individual, navigate to that individuals Focus dashboard and click the "Unmastered" indicator in the right column.

 Focus.png

To get to the insufficient proficiency view for a team, navigate to that team and click the "Unmastered" menu item in the left column.

How to read the view

Person report

The report displays all the skillsets insufficiently mastered by the individual, grouped by the roles expecting them.

Skjermbilde 2022-03-26 kl. 05.20.18.png

For each skillset you can see the expected proficiency on the left, and the current proficiency on the right. You can also see by whom the current proficiency has been set.

If no proficiency is set yet, a purple "Indicate proficiency" button is displayed. Click it in order to indicate proficiency.

The list only includes the skillsets in which the person is insufficiently proficient. Once a sufficient proficiency-level is set, the skillset is removed from the view.

Team report

The report displays all the skillsets insufficiently mastered by the role holders of the roles owned by the team.

Skjermbilde 2022-10-26 kl. 15.40.51.png

For each skillset you can see the expected proficiency on the left, and the status of the current proficiency on the right.

The current proficiency is broken down into three numbers:

  • Level difference: Many many levels are there between the expected level of proficiency and the current one. The higher the number, the larger the deviation between the expected and actual know-how of the team. The skillsets are sorted from the highest to the lowest level differrence.
  • Unmastered: The amount of role holders who do not master this skillset proficiently.
  • Unspecified proficiency: The people for which there has not been set a specific proficiency. If this number is high, you can not trust the other numbers to accurately reflect the actual situation.

How to decide on the right proficiency

People take a lot of pride in what they know, which means that dictating proficiency can sometimes be a delicate process.

We recommend that two people sit down together to discuss and set proficiency for a person. Ideally these two people are the one who is expected to master the skillsets, and a person who has observed them practicing the skillsets.

This enables a discussion around which level of proficiency the role holder is currently at.

In cases of disagreement on proficiency, calibrate yourself towards the familiarity indicated by that person. You can see the familiarity of the skillset by clicking the name of the skillset. Here are some guidelines for how to align proficiency with familiarity:

  • Intended: No familiarity
  • Foundational: 0 - 35% familiarity
  • Novice: 35% - 50% familiarity
  • Intermediate: 50% - 75% familiarity
  • Advanced: 75% - 90% familiarity
  • Expert: 90% - 100% familiarity

4.3 Copy a skillset

To copy a skillset, click the edit-button in the upper right corner and select Copy.

Skillsets can be copied to a different team. If you want to copy a skillset to a different organization, your user needs access to both the organization currently holding the skillset, and the destination organization.

When skillsets are copied, it's the skillset and underlying skills that are copied. Associated content like roles expected to master the skill or content related to a particular skill is not copied. 

5 Ambitions

In the platform, ambitions represent people's overall and long-term desires to get better and produce more value.

Working towards our ambitions should give us a sense of fulfillment and accomplishment, and make us better at practicing the roles we would like to hold, both now and in the future.

Compared to the concept of objectives, which are team-specific, ambitions are personal, meaning they relate to an individual's growth and development potential.

Compared to the concept of Expectations in focus, ambitions are more holistic, less granular and are expected to take longer to develop. Picking specific expectations in focus from ambitions is, however, one concrete way of working towards an ambition.

How it works

The ambitions of someone can be associated with

  • A role they would like to get better at/grow into (or even hand over to someone else), or
  • A skillset they belive will make them more well-functioning and able to deliver better value

You set something as an ambition by clicking the seedling indicator near the current state og the role or skillset assignment in question.

Skjermbilde_2022-06-03_kl__15_03_36.png

Setting an ambition can be done from the following views:

Roles

  • The list of roles for a person
  • The list of role holders when viewing a role

Skillsets

  • The list of skillsets not mastered proficiently by a person (aka Unmastered)
  • The list of skillsets of a person
  • The list of people mastering a skillset when viewing a skillset
  • The list of skills a role holder is expected to be familiar with

If you set something as an ambition of someone else, you will receive a Notification of completed familiarity.

When setting something as an ambition, it is displayed in the on the Ambitions tab of the priorities widget on the Focus-dashboard.

Skjermbilde 2022-09-03 kl. 07.40.16.png

The view includes the roles and skillsets set as ambitions, including their current state and their mentors (if any).

6 Evaluations

As leaders, we have a responsibility to identify and communicate to our team what well-functioning looks like, and evaluate how well each individuall stacks up to those expectations and best practices.

To help leaders practice this responsibility, the platform provides the Evaluation information type.

Evaluations helps us reflect, learn, understand and make better decisions by collecting people's opinions on how someone currently stacks up, and to which extent they are expected to be able to improve.

The platform supports the evaluation of people and their ability to master and improve in practicing different roles, skillsets and values.

Some use cases of evaluations include:

  • Hiring
    • Evaluating potential hires in the context of the values, roles and skillsets that are a prerequisite for employment.
  • Onboarding
    • Evaluating new hires in the context of organizational values and their inteded roles near the end of their probation period.
  • People development
    • Evaluating existing team members in the hard and soft skills that would make them more well-functioning in their roles.
    • Self-evaluation of ones own ability to master roles currently held or intended for the future.

7 Assessments

When we are looking to grow and develop ourselves or others, there's potentially an infinite number of places we could start.

This can present some issues:

  • How do we avoid growing overwhelmed with options, which in turn can keep us from getting started?
  • How do we avoid wasting precious development efforts on something that is considered of low impact or importance by either ourselves or the ones around us?
  • How we identify what should be our top priority, and avoid focusing on too many things at once (thereby diluting our progress in any one area)?

To cut down on the number of options and better identify where our potential is the greatest, the platform uses the concept of assessments.

An assessment is a high-level, opinionated perception of how well someone masters something (i.e a role or a skillset), and how impactful we would expect it to be if they were given the proper development opportunities and applied themselves.

Assessments are meant to help people systematically collect input on potential from both themselves and others, and use that information to prioritize their development efforts.

Why you might want to use assessments

Use cases for assessments include:

  • People development
    • Build awareness, reflect on and identify your own biggest potential for improvement
    • Crowdsource input from others (friends/familiy/team members/leaders/mentors) on what they consider to be you biggest improvement potential (as an input into identifying our ambitions). In other words: Granting people permission to tell you how you suck.
    • Identify the basis for a custom management or talent development program
  • Hiring and firing
    • Assessments and self-assessment in the context of recruiting (i.e. the people skills of a leader), and have that assessment follow over into the employment relationship for accountability and further development efforts
    • Assess new hires at the end of their probition period
    • Assess someone who is thought not to be working out very well
  • Motivation
    • Identify High Potentials (HiPos) within an organization
    • Let people know that their high performance (and potential) isn't going unnoticed

Separating assessments from similar concepts

Assessments bear some resemblance to other, neighbouring development concepts, like ambitions, familiarity and proficiency. Here's how assessments differ from:

  • Ambitions: Like ambitions, assessments are holistic, focusing on high level development like roles and skillsets. Unlike ambitions, assessments only point to potential areas of improvement, whereas an ambition signals a concrete decision for someone to improve within something.
  • Proficiency: Like proficiency, assessments reflect an opinion on level of mastery. Unlike proficiency, assessments provide a subjective and opinionated view on performance as seen from the perspective of the assessor, whereas proficiency is a person's company agreed upon level of mastery within a given skillset.
  • Familiarity: Like familiarity, assessments can be used for self-evaluation and self-reflection. Unlike familiarity, assessments are more high level, allowing a person to identify in which areas (roles and skillsets) they have the most potential for improvement, before diving in and investing more time in indicating familiarity.

7.1 Calculation of potential

During an assessment, the person doing the assessing is asked to evaluate someone's current performance and the expected impact of improvement if that person were given the proper development opportunities and applied themselves.

Based on these two primary factors, the system calculates a person's potential. The calculation looks like this:

Potential = Impact + (Impact - Performance)

The different performance and impact options are assigned the following values in the calculation:

  • Performance
    • Poor: 0
    • Moderate: 1
    • Well: 2
    • Outstanding: 3
  • Impact
    • None: 0
    • Limited: 1
    • Moderate: 2
    • High: 3

Here's are a couple of calculation examples:

Someone's is considered to be performing Well (2) in a role, with a Limited (1) improvement impact. Their potential is calculated as 1 + (1 - 2) = 0.

Another person is considered to be Moderate (1) in a particular skillset, with a High (3) improvement impact. Their potential is calculates as 3 + (3 - 1) = 5.

To assign meaning to the outout of the calculation, they resulting scores are grouped into the following labels:

  • -3 - 1: No potential
  • 0 - 2: Limited potential
  • 3 - 4: Moderate potential
  • 5 - 6: High potential

7.2 Platform assessments

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