The ICOM4 concept was initially discovered whilst we were consulting with a global hotel group. We were commissioned to help with the amalgamation of two business units, who were experiencing low levels of productivity and collaboration due to a merger.
Our process involved a mix of development, coaching and understanding drivers of motivation and performance.
Three months after our intervention was complete, the hotel group administered an employee engagement survey and the results were compared with the previous year, showing an increase from 44% to 81% in four categories, these categories directly related to our interventions.
These results piqued our curiosity in regards to employee engagement levels and related interventions. So we started to research employee engagement materials, studies, assessments and intervention that were currently being used to help companies raise employee engagement levels.
As experts in the field of performance psychology, motivation and increasing company performance we questioned ‘why’ were these assessments only asking what people ‘experienced’ in the workplace, as we know that just because we experience something does not mean that we want to experience it, therefore, the results could be misleading as an assumption is placed on the grading of an experience. Logically this did not make sense!
We decided to test our theory and developed an assessment prototype that asked people two questions a) what they experience and b) how much they desire to experience this. We wanted to test our hypothesis that, “If there is a high discrepancy between what employees experience verse what they desire in core human/performance drivers, then will this negatively impact engagement levels and if there is little to no gap, will engagement levels will be reported higher? And we were right.
From our research and 20+ years of management consulting we linked 3 areas that tend to be standalone and are addressed independently within an organization they are:
- Work styles and how this relates to strengths and motivation levels ultimately impacting the culture
- Internal and external leadership development programs and identified the overlapping competencies that were deemed important for leadership success
- Finally linking competencies to strategy by identifying how peoples and teams ability to perform certain tasks, impacts on the companies ability to execute strategy and achieve outcomes
Once we had these three areas linked we were able to develop a powerful methodology and measurement system that removes subjective anecdotal evaluation of data and allows companies to easily identify and clearly measure and monitor key areas that impact their ability to execute their strategy, lead high performing teams and fulfill brand promise.
The next chapter in the ICOM4 story was to make the tool available to companies and management consultants who are interested in utilizing a powerful methodology and measurement system.
If this has piqued your interest, we would love to share the methodology and measurement system, please contact us to set a time to chat. firstname.lastname@example.org.