Management: From abstract values to measurable behaviour


The HR-department in a big, Danish medicinal company acknowledged the need for appropriated development-courses for newly employed leaders. But how do you offer goal-oriented and relevant development for each individual leader?


Through in-depth interviews with HR-managers in the organization, /KL.7 helped translating abstract management values to measurable behaviour to be included in the manager’s competence-development plan.


With this new method, the manager is able to influence her own development in the speed and flow that she finds appropriate. Moreover, she will have more time with her team and waste less time meeting redundant and mandatory development courses.

One step closer…


The HR-department of a large, Danish organization contacted /KL.7 with an urge to utilize their skill-development of newly employed managers more efficiently.


The colleagues in HR told us that managers in the organization often had completely different prerequisites for management when initiating their job – and therefore, it wasn’t appropriated for all managers to follow the same development program. Moreover, managers were often overwhelmed by information that lead to intensive development courses in the beginning of their employment. Consequently, the managers didn’t spend enough time with their new team and didn’t receive the relevant knowledge in situations where they needed them the most.


In the HR department, they knew that they had to offer more specific and relevant development program for each manager – but how?


Along with the organization and a technical partner, /KL.7 developed a digital and individual competence assessment, that built directly off of the values of the organization as well as the manager’s specific tasks.


Through in-depth interviews with the people in charge of HR, /KL.7 helped translate abstract management values (e.g., “the manager must have an enthusiastic demeanor”) to measurable actions (e.g., “the manager urges to improve things that she isn’t directly capable of”), that were part of the competence assessment.


The competence assessment itself consisted of a self-reported survey and a range of dilemmas, where the manager’s responses were used to calculate a weighted score of the manager’s development profile. As such, the manager receives a personal overview of potentials for development, with specific recommendations for relevant courses that support the needs of each, individual manager – while helping her prioritize and plan through a comprehensive range of available development options.


With this new method, the manager is able to influence her own development in the speed and flow that she finds appropriate. Moreover, she can spend more time with her team and less time meeting redundant and mandatory development courses.


Also, HR gets a greater insight into how their managers use educational material and options for development – and how it all adds up in value. HR can access a great amount of data that, over time, can help them assess what management skills that are crucial in developing efficient and successful teams as well as options for education that best meet those exact skills.

Want to hear more about the project?


Clara Zeller

Senior Behavioural Designer / Behavioural Economics and Intervention Design

E: (on maternity leave)

T: (on maternity leave)

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