How do We Create a
Model of Excellence?

The Model of Excellence is created by comparing the Motivational and Attitudinal Patterns (MAPs) of top-performers to the MAPs of lower performers in a given role. The comparison identifies the motivational and attitudinal patterns (MAPs) that have the greatest impact on performance. The analysis also identifies the culture factors that show how people in this role differ from the country's standard group.

Model of Excellence is created is based on a sophisticated analysis - quantitative and qualitative - of the relationship between performance ratings and motivational and attitudinal patterns (MAPs) shown to be critical to performing at high levels in a role.

  1. We measure 48 MAPs of indivduals in a role using the iWAM Assessment, a unique, validated, online questionnaire. Note that a Model of Excellence is unique to a role and is not considered applicable to the same role in other organizations because of the contextual nature of MAPs.
  2. Next, we analyze the MAPs of high- low-performers to identify those that differentiate top low performers. We also analyze MAPs for which individuals in the role are significantly different from the country's standard group. This analysis identifies culture factors that are incorporated into the Model.
  3. Based on the analysis in the previous step, we ignore the MAPs that are not differentiators or culture factors and assign "strength ratings" to the Model's MAPs because some differentiate better than others. Culture factors receive the lowest weighting (one-half or 0.5).
  4. Once the differentiating and culture MAPs are identified and "strength ratings" assigned, we code the results into an electronic Model. The coding includes the specific range of scores in each of the differentiating patterns and the weights for each patterns. This coding provides the numerical basis for the Model. Once the Model is built, it generates a model score that can be compared to the scores of high-performers. In addition, there is an individual report showing exactly how this person compares, MAP-by-MAP, with the Model.
  5. Finally, to validate and determine the power of the Model, we calculate correlation between model scores and performance ratings. The results tell the organization to what extent the information from the Model explains performance. 

Next:   Check out the benefits of a Model of Excellence . . .

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