START questions, related competences and particulars

You can define additional data items for guiding employees in the properties of competences.

START questions

START questions are questions posed based on the STAR methodology. The START questioning methodology involves a way of questioning that will result in a picture of someone's performance that is as reliable as possible. This is accomplished by using a fixed structure to pose questions about: S(ituation), T(ask), A(ctivity), R(esult) and T(ime dependency).  It is a useful way to collect examples of behaviour and get a clear picture of behavioural aspects that the employee can continue to develop.

START questions can also be used in recruitment and selection and when having a PDP interview. With recruitment and selection the questions ensure that anyone interviewing the applicant uses the same assumptions. Examples of a START sequence (using the Creativity competence):

S - Have you ever resolved a problem in an unusual way? What was the problem?

T - Which role did you play within this context? What did you want to achieve?

A - Which actions have you performed to come to a solution? What did you say exactly? Which obstacles did you encounter?

R - What was the impact of your behaviour? What was the result? Were you satisfied about this?

T - Did you have to deliver the solution within a specific time frame? Did you achieve that? How long did it take to have an impact?

In Profit, entering the S question suffices.

Related competences

If a shortage was found at a specific competence, you cannot always directly name the correct development tip or coaching activity because, for example, the step is too large for this. You can then check whether the employee can develop the competence by first acquiring a different competence.

Example: 

You have observed that an employee does not always make the right decisions (the Decisiveness competence). He may have to perform some coaching activities or development tip related activities for the Listening skills competence first.

Details

A manager can use particulars or points of attention in the preparation for a PDP interview. Define what you must consider if you want to develop the competence in an employee.

Example: 

An example for the Coaching competence: A precondition for coaching well is an atmosphere of open communication in which giving and receiving feedback is encouraged. Competences such as listening, sensitivity and flexibility assist in coaching.