1. Yva.ai knowledge base
  2. Deep dive
  3. Active analytics. Social capital

Social capital. Work with results for a manager

Step 1. Look at the results of the employee social capital assessment

All company employees participate in weekly pulse surveys, through which they assess each other's leadership styles and skills. In total, Yva.ai distinguishes 5 leadership styles.

Dominants - energetic, proactive, assertive and decisive. Such people help the team to move from plans to actions and achieve exceptional results.

Innovators - curious, creative, flexible, they like risk and everything new. Such people help the team to experiment and find non-standard solutions and approaches to work.

Integrators - human-oriented. Such employees provide support to those who face emotional problems, inspire colleagues, and their opinion is usually trusted.

Protectors - consistent, attentive to detail and responsible. They create rules and processes, streamline workflows, unite departments and set clear goals for the employees.

Experts - recognized professionals in their field, who are asked for professional support. They help the team achieve success with professional advice, expertise and mentoring.

Examples: Steve Jobs - an innovator and dominant, Tim Cook - an integrator and protector.

Employees assess how much each leadership type is expressed in their colleagues and whether they have relevant skills, and also provide open comments and recommendations.

You can find out the results of an employee social capital assessment in three ways:

Method 1: Go to the Employee report in the Yva.ai system, click the “Select columns” button:

Next, select all the columns in the Social Capital section. After that, you will see the values for each type of social capital of each employee.

Enter the last name or email of the employee in the search bar, after which the system will show you information on this particular employee.

Method 2: go to the Employee report in the Yva.ai system, enter the last name or email of the employee in the search bar.

After the system selects this particular employee for you, click on his/her name and last name, after which you will be taken to his/her personal dashboard and see the assessment of this employee's social capital.

Method 3: if you do not have access to the employee report and/or to the page with the employee social capital assessment results, you can contact the system administrators to provide you with this information. As a rule, the system administrator is an employee of the company's HR department.

Step 2. Analyze an employee's social capital

In the tab “Employee report” and on the page with the results of social capital assessement, you can see how the employee's colleagues evaluate the pronouncement of each leadership style in him. The score is determined by the number of times when the employee's colleagues have confirmed that he has this or that type of social capital (answer “Yes” to the question about the presence of a social capital's sign). The system calculates the number of “yes” for each employee for each type of social capital and builds a rating based on the results of these calculations. The pronouncement level is reflected on the employee's social capital assessment page by the badge value, which is also available to him in his personal dashboard, or by the percentages that you see in the employee report. Percentage mean the share of employees who scored fewer points on this type of social capital than the employee you are interested in. For example, 78% would mean that the employee received more points than 78% of his colleagues. Badge values can be as follows:

  • The “You are on the list: [Leadership style name]” badge means that at least one colleague of the employee has confirmed that the employee is a leader in this area.
  • The “You are in the rating's TOP-50%” badge means that in the conditional rating of all the company employees by the number of votes collected for this leadership style, the employee is in the upper half of the list.
  • The “You are in the rating's TOP-30%” badge means by the number of votes collected the employee is in the upper 30% of the list.
  • The “You are in the rating's TOP-10%” badge means the employee is in the upper 10% of the rating, i.e. is one of the most pronounced leaders in the company in terms of this leadership style.

If an employee does not have information about the assessment of a certain leadership style, it means that none of the employee's colleagues noted the presence of signs of this style in him, or very little time has passed since the surveys started, and not all of the employee's colleagues have answered questions about him. Try to return to results after 3-4 weeks. Then the system will accumulate more data and the results will be more complete.

Step 3. If you have access to a page with information on the employee social capital assessment, analyze his skills

Right below the badges, there is a section that reflects how an employee's skills are assessed by his colleagues within each leadership style:

  • Strength (in green) - the share of colleagues who confirmed that an employee has a specific skill.
  • Development area (in gray) - the share of colleagues who did not agree that an employee has this skill;
  • If the employee's having or not having a specific skill has been neither confirmed nor denied by his colleagues, this skill will not be displayed in his personal dashboard.

Using the skill table, you can study in detail which skills within each leadership style are developed by the employee to a greater extent, and which to a lesser extent.

Step 4. Summarize the results across all blocks

Evaluate the employee's profile as a whole.

  1. What is his most developed leadership style? What skills inherent in this leadership style did his colleagues rate most highly? How does this leadership style help him in his work? Is he using it to the fullest?
  2. What leadership style does he show the least or doesn't have not at all? Is this level of development of this style sufficient for him to be successful in his work? How can the current level of development of this leadership style hinder him? Does this affect its effectiveness?
  3. If you look at the employee's social capital profile as a whole, does it correspond to the employee's position in the company, his job title and functional responsibilities? Does his leadership profile help him to be successful at work? Does it contribute to the achievement of his goals, the team and company goals?

Based on the analysis, form a professional portrait of the employee, write down his strengths and weaknesses, mark those that, in your opinion, need to be worked on.

Step 5. Draw up an action plan

Carefully assess each leadership style or skill that you think the employee needs to improve.

  1. Each skill in Yva.ai is formulated in a specific action format. To develop a certain leadership style, an employee can perform actions corresponding to this leadership style in his work. Think about what other steps will need to be taken to develop this leadership style?
  2. Does the company have resources to help the employee develop the right leadership style? Will the company be able to provide him with these resources? For example, is it possible to receive training from the company?
  3. Think about what might be an assessment of his progress. How will you understand that an employee has made progress in developing this style?

Step 6. Discuss the employee's development plan with him

Meet with the employee to discuss the plan of his further development. Talk about the following points.

  • Agree on the priority areas of employee development.
  • Discuss how the company can provide help and support to him.
  • Agree on the following steps.
  • Write down a plan for each separate direction.

Refer to the checklists below to have a look at all personal feedback components.

Stage

Description

Time

Preparation

•        Check the completeness of the information in the report.

•        Talk about the session's confidentiality.

•        Discuss preliminary questions.

10 minutes

 

 

Report description

•        Refer to an employee: is there something unexpected? What does he feel?

•        Go through the report. Discuss with the employee what behavioral patterns, in his opinion, are associated with certain assessments and comments of colleagues.

•        Utline strengths and development areas for each block.

•        Draw a conclusion.

20 minutes

Development plan

•       Agree on priority development areas.

•        Discuss development plans for each of them.

•        Clarify the employee's wishes.

20 minutes

Finalization

•       Agree on the plan of next steps.

•       Answer the remaining questions.

•        Finish the session.

10 minutes

Use this template to review the situation for each individual employee. Here you can stipulate the necessary skills for development, determine the following steps, indicating the deadlines, and also mark what resources are needed for effective development and what the planned result is. After some time, this will allow you to compare the actual result with the planned.

 

Leadership styles and skills:

Actions for development:

Term:

Resources required:

 

Planned result:

 

Results comparison:

 

When communicating with an employee, remember the basic rules of effective feedback.

  1. In a conversation, you discuss the deeds and actions of the employee, and not his personal qualities. Discuss with the employee: what does he think, as a result of which his actions, the colleagues assessed him one way or another?
  2. Focus not only on the employee's development areas, but also on his strengths. The employee must understand that your task is to discuss the situation with him objectively, as it is, and not to “scold” him.
  3. Listen to the employee. It is very important that you create a plan for his development together with him: this significantly affects the employee's motivation, and, as a result, his further actions.
  4. Discuss whether the company or his manager can help the employee when improving this or that skill. Record the actions that will be required from you or his manager.

Together with the employee create the most realistic and achievable development plan. It is important to focus on the key points, and not to distract attention. When an employee is working on his development, do not expect quick and sustainable results. It often takes at least a year to achieve significant changes.