Individual Work Performance Review (IWPR)

The Individual Work Performance Review (IWPR) is a multi-rater performance measure. It can be used to determine work performance of an individual, their team, department, or across the organisation. The IWPR provides you with:

• a well-researched framework to ensure performance is holistically measured

• an objective process that ensures confidentiality

• a measure of performance from multiple perspectives (peers, subordinates, and managers)

• combined individual performance results to investigate team performance, comparing teams within the organisation

• a common language to ensure a shared understanding around what is meant by performance

• a developmental report facilitating individual goal setting to ensure team and organisational goals are achieved

Data derived from the IWPR can assist organisations in making performance inferences at an individual, team, organisational, or economic sector level.

ASSESSMENT SCALES

Actions measured by the IWPR are broadly clustered into five performance dimensions, namely in-role, extra-role, adaptive, leadership, and counterproductive performance.

• In-role performance refers to the effectiveness and efficiency with which employees perform activities required by the job. These behaviours could be viewed as the core things that employees do to make the organisation effective.

• Extra-role performance reflects voluntary acts aimed at benefitting co-workers and the team that are not part of existing work responsibilities. These behaviours shape the team in such a way that it creates a work setting that contributes to team effectiveness.

• Adaptive performance indicates employees’ resilience to perform when dealing with crises or uncertainty. It also reflects employees’ interpersonal flexibility when working with co-workers that have different views.

• Leadership performance refers to the effectiveness with which an employee can influence co- workers to achieve collective goals. Leadership does not necessarily have to be tied to a position of authority but could be anyone that directs, supports, connects, and/or changes co-workers' ways of thinking.

• Counterproductive performance reflects acts by an employee, of which they may or may not be aware of, that directly or indirectly undermine the effectiveness with which teams achieve their goals.

Each of the five factors is further broken down into four performance facets, which provide managers with a detailed overview on 20 important criteria used when evaluating employees’ actions at work.

AREAS OF APPLICATION

• Managing performance on an individual and team level.

• Conducting predictive analytics to determine the validity of existing or new psychometric measures.

• Calculating return on investment based on the predictive validity of a local validation study.

REPORT OPTIONS

The following reports are available:

• Team Summary Performance Report: Summarises a team’s (5 to 20 members) performance on five performance factors and rank orders the top to bottom performers based on an overall performance score. A team developmental guide is also provided.

• Individual Performance Development Report: Simplifies individual feedback by providing a breakdown of scores on the five factors on different rater categories (manager, peer, and/or subordinate). A developmental guide is also provided.