MEANINGFUL COMPETENCE®
The struggle to feel valued is one of the most insidious and least acknowledged issues in organizations.
-Tony Schwartz (see the full quote here)
There's a strong correlation between feeling valued and being engaged in your job.
Are you satisfied that you and your employees know their value each day so that they are motivated to be engaged each day?
Build a Culture of Measurable Value
Leaders use the Meaningful Competence® Toolkit to move employee evaluation from subjective, infrequent events to objective, continual evaluation. Here are three stories that show how Meaningful Competence® tools significantly improved the ability of employees and leaders to identify, increase, and communicate value.
Level Up Your
Pay and Promotions
After Anna settled into her user experience designer job, she used her knowledge of Relevant Business Results and Value-Added Outputs to identify and communicate her value to her leadership. Since she was at a startup, change was constant. But her ability to identify and communicate her value never wavered. When she determined her job had been significantly expanded, she asked for and received a $20,000 raise.
When the startup faltered, as startups often do, Anna had the courage to tell the CEO of her experience with the Meaningful Competence Toolkit and the focus on value it could bring to the company. She was retained through the layoffs.
Increase
Employee Engagement
Scott, the new sales manager, noticed that Jerrolyn, a sales supervisor, had no idea whether she was doing well. Her job description was vague. She was unclear of her expectations. And the annual appraisal was months away. Scott worked with her to identify and measure two Relevant Business Results, the outcomes she influences, and three Value-Added Outputs, her outputs that influence her outcomes. Her world changed. She now gets immediate feedback and feels able to communicate the value she produces.
And Scott, her sales manager, has continual clarity about the value she is producing, along with her current engagement in the organization’s success.
Evaluate Learning Program Impact
Kent, a training manager, decided a new way to measure learning program impact was needed when 1) the annual training report his group created received little attention from leadership, 2) after attending a learning evaluation course, nearly all of his colleagues considered evaluating learning impact was too complicated, and 3) learning leaders had to mandate field engineers attend a recently developed programs because there was no proof the programs provided the value their managers had hoped for.
Kent created the Meaningful Competence Toolkit. Now learning and development can continually know the impact they create in their organization.
