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Goals and Methodology
Percep-GAP : Evaluation methodology Questions & Answers

Management Assessement: Percep-GAP


Q & A

What is Percep-GAP?

It 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 upon  the perceptions of his/her environment.
Percep-GAP 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 later stage.
Percep-GAP applies to the assessment of a person in a precise position, in a particular firm, in a given environment and circle.
Percep-GAP is intended more specifically for team managers rather than all the employees of a firm.

What is the 360 approach?

It 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.

Are the results of the assessment dependent of the team selected?

Research 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.

Is Percep-GAP merely a questionnaire to be completed?

No, 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.

Must the manager agree to be assessed?

Yes, 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.

For what reasons would the manager not wish to be assessed?

From fear of the results, criticism, judgement or the lack of desire to question himself.

What is exactly the analysis of the gaps?

It 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.

Why is that gap so important?

What 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 injustice.

What are the advantages of Percep-GAP versus the traditional 360 approach?

  • The result is not merely a mathematical average. It is the outcome of an interactive process between the manager, the professional entourage and the consultant.

  • Percep-GAP acts upon 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 approach.

  • It is a personalised process, thanks to an interactive dialogue managed by the consultant.

  • Percep-GAP is based on the equilibrium between the formalized and the intuitive.

  • Percep-GAP is more than an evaluation method. It is also a personal development tool.

What are the limitations of Percep-GAP versus the classical 360 approach?

Percep-GAP 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.

What does one obtain at the end of the Percep- GAP process?

You receive a report, which comprises:

  • The results of the questionnaires and the interviews.

  • The highlighting and analysis of the gaps in perceptions validated by the manager

  • The highlighting of the principal points of improvement.