Download the Task Navigator example Individual report here.
The structure of the Contextual Scale™ makes completing questionnaires simple and stress free. Supervisors, employees and other respondents find giving candid answers as natural as having an informal chat over coffee. The wording is unpretentious, the language understandable and meanings clear. And the process proves that powerful can also be pleasant. Many users remarked that the questionnaire is the nicest and most user-friendly they’ve ever been asked to complete.
Download the Task Navigator Group report here.
A personal development plan… to go
A final section of the report includes the necessary information and guidance to create and save an individual development plan based precisely on results of the competence diagnosis. The plan may be drawn up independently by the participant or it can be created jointly with the supervisor or coach.
The picture from various perspectives
Respondents’ opinions of the competences of the person being diagnosed differ significantly. When reviewing one’s own individual report, a participant in the diagnosis gets a picture of his/her own comptences as seen from four different points of view: that of superiors, of subordinates, of co-workers, and of partners and clients.
The most important information in a nutshell
Task Navigator™ provides the most important information in concise yet comprehensive, highly usable reports, with the most important points spotlighted in graphic form on a single page.
Evaluation by associates vs. self -evaluation
The report also compares each employee’s self evaluation with the assessments of performance made by those working with the evaluated person. This comparison is often a key element in participants’ development of self-awareness, self-discipline and self-leadership.
Highlighting differences in perspectives
Numerical averaging of answers can kill important information. Task Navigator™ reports present evaluation findings in a visual, “sensory” way that facilitates not only a strictly statistical interpretation, but also allows for the critical tempering qualities of imagination and intuition. It assures that managers are able to see how differences in opinion — arising from varying needs and points of view — affect evaluations, and it provides the latitude necessary to adjust to or compensate for them.
Thanks to open-ended questions and the anonimity of respondents, Task Navigator™ enables those being evaluated to obtain a great deal of contructive feedback. This feedback is presented in a meaningful context with quoted material directly associated with the scale to which it relates.
Real feedback instead of labels
The Task Navigator™ provides feedback in an inclusive and encouraging way — opening doors, rather than slamming them closed. An important objective and key feature of the individual reports is to minimize the resistance of those being evaluated to change in favor of greater effectiveness. For this reason, reports avoid definitive judgments, labels and potentially harmful stereotyping.
Finding the cracks that effectiveness falls through
Some tasks get scratched off as “done” without ever coming close to acceptable levels of accuracy, efficiency or quality. For those responsible for development of human potential in the firm, one of the most important features of Task Navigator™ reports is their ability to red-fiag tasks performed inadequately. Even single instances of under-performance can spotlight areas in need of immediate attention.
Warnings preventing wastage
Perhaps surprisingly, over-performance can also be a drain on resources. It’s possible to go too far in the performance of some tasks, and the structure of Task Navigator™ reports helps prevent costly wasted time and energy of employees paying too much attention to matters of fittle importance.
No limit on the number of group reports
Task Navigator™ is designed specifically to help optimize task-oriented performance in literally any organizational structure. By placing no limitations on the number or make-up of group reports, it’s possible to view as many structural cross-sections as necessary — including in-project, subgroup, parent and network organizations —to compose a complete analytical picture.