Development Compass

What it is about

The Development Compass assesses where development is most urgent in your organisation across twelve training areas. It examines neither knowledge nor personality, but which everyday situations characterise the way you work: for each area, you read a set of statements and tick those that are true. The result is a percentage per area, showing which two or three topics to address first. Completion is free of charge.

The survey has a simple structure: twelve training areas, each with a short introduction and a list of statements.

The statements describe everyday working situations – from disagreements through slipping deadlines and difficult clients to sluggish online meetings – and for each one you simply decide whether it is typical of your organisation.

Within an area, you can tick as many statements as are actually true, and an area can also be left blank.

At the end, a free-text field is available for anything the list left out.

The result is a percentage per area, so longer and shorter areas can be compared with each other.

The compass does not replace more detailed assessments: it shows which direction to take, and which of our assessments lets you go deeper there.

Why measure it? Training decisions are often based on individual impressions or the latest conflict, rather than on what keeps recurring. If difficulties are named at the level of concrete situations, it is much easier to decide what is really needed. A short, free survey offers a sufficient starting point for this without requiring any prior commitment.

Who is it for?

For managers who want a clear view of where to invest training time and budget.

For HR professionals and organisation developers preparing an annual training plan or looking for a pre-screening tool.

For employees and team leaders who want to name the difficulties in their own area.

It can also be completed at team level: the insight then lies in where managers’ and employees’ answers differ.

What does this assessment reveal?

• Bringing to the surface the development needs present in the organisation across twelve training areas.
• Identifying the two or three most urgent areas, so that training decisions rest on assessment, not impressions.
• Creating a shared language between management, HR and employees about what causes difficulties day to day.

What do the respondent and the manager receive?

• The respondentIndividual feedbackCompletion is free of charge and involves no order.
• The respondentVisual profileYou see the result on screen immediately and also receive it by email: the percentage per area in a bar chart, the strongest development need highlighted, and for all twelve areas a short interpretation of what it means if many statements are true there.
• The respondentDevelopment directionYou also get a recommendation on which of our assessments takes the topic further.