is a tool for personal development and a method for assessing the
perceptions of managers skills, based on the 360°
approach and on the analysis of the gaps in perception that
exist between the manager and his/her professional environment.
This method analyses the disparities in perception and thus permits
not only the improvement of the manager's skills but furthermore acts
the perceptions of his/her environment.
distinguishes itself from other assessment methods by the high degree
of involvement of the manager and his/her colleagues in the assessment
process, thus facilitating the establishment of an action plan at a
applies to the assessment of a person in a precise position, in a
particular firm, in a given environment and circle.
is intended more specifically for team managers
rather than all the employees of
is the 360° approach?
is an assessment approach, which involves the assessed person, his/her
superior, his/her colleagues and his/her subordinates. All the
interactions between the manager and his/her professional environment
are taken into account.
the results of the assessment dependent of the team selected?
shows that there is very little variation in the results between
different groups. Moreover, Percep-GAP acts
upon the perceptions and
actually corrects the divergences that exist between the different
parties involved in the assessment.
Percep-GAP merely a questionnaire to be completed?
it is a methodology based not only on questionnaires but also on a
series of interviews. These interviews will contribute to the gap
analysis and the completion of the information gathered via the questionnaires.
the manager agree to be assessed?
of course. It is an
interactive process, in which the success factor is the desire of the
manager to participate and improve his/her skills.
what reasons would the
manager not wish to be assessed?
fear of the results, criticism, judgement or the lack of desire to
is exactly the analysis of the gaps?
is the understanding of the difference in
perception of the
manager's skills by the manager himself and the perception of these
skills by his professional environment.
is that gap so important?
is important, over and above
purely the skills themselves, is the perception of these skills
by his/her entourage. If this perception corresponds to that of the
person being assessed (no or little gap), it will be very easy to
identify the potential improvement points.
If a gap does exist, at worst the manager will be totally in
the dark concerning his/her skills, or he/she will be
exposed to criticism, insecurity, a risk of failure or a feeling of
are the advantages of Percep-GAP versus the traditional 360° approach?
result is not merely a mathematical average. It is the outcome of an
between the manager, the professional entourage and the consultant.
the perceptions of all the actors, whereas the classical 360°
approach gives only a static image
of these perceptions.
With Percep-GAP, the participants may modify their perceptions
during the process, which is not the case with the classical 360°
is a personalised process, thanks to an interactive dialogue managed
by the consultant.
is based on the equilibrium between the
formalized and the intuitive.
is more than an evaluation method. It is also a personal
are the limitations of Percep-GAP versus the classical 360° approach?
is directed essentially towards team managers and is less applicable
to all the employees of a company. This method requires an
important investment on behalf of the manager.
does one obtain at the end of the Percep- GAP process?
receive a report, which comprises: