| GTPQ FEATURES |
BENEFITS |
| The questionnaire is short (approximately 30 - 35 questions). |
This makes it easy to administer and complete. The average time for a participant to fill out his/her answers is 10 to 15 minutes per quarter. |
| The 25+ core questions are used to collect industry benchmarks. ITAP has ten years of existing data on industry norms. |
Benchmarks can be used as targets to improve the company's competitive advantage. |
| ITAP's extensive database provides comparistons to a broad variety of industry and team types. For example, teams can be compared against "the best leadership teams" or other similar teams within the same company. |
A comparison to benchmarks is a spur to team improvement. |
| The GTPQ is designed to be provided every three-to-six months so that teams can monitor their own progress with the assistance of an internal or external facilitator. |
Benchmarking each team on its own measures is a powerful method for change. Teams typically improve over time; and they can observe that improvement in the six categories displayed by the GTPQ results. |
| The questionnaire is available on ITAP's web site on a secure page and results can be distributed electronically through Acrobat pdf files. |
Employees can answer the questionnaire and print out results from anywhere in the world. (Reduces paper usage and time from data collection to reporting results.) |
| The questionnaire design is flexible. Up to 10 custom questions can be added to the core questions. Company, department, function, or specific team data (e.g. performance metrics) can be collected. |
Provides data useful to make decisions at the company, department, function, team and individual levels. |
| There are quantitative and qualitative questions. |
Often narrative answers tell more of the story or add to the information quality.
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| The GTPQ is normed on global teams. |
For any company targeting to remain or become a first tier global company, industry norms can help set targets and measure progress. |
| The GTPQ allows for within-company comparisons of global teams working toward similar goals. |
Provides leaders with a method of cross-team monitoring and support. |
| Results are shared with the team leader and the leader is coached to support needed changes in the team. |
This helps develop global team leaders without taking them off the job. It provides them with behind the scenes support for the globalization and development of their team. |
| Results are shared with the team members including: team averages for all questions; all comments (anonymous); standard deviation among team members; industry average. (Optional information displayed: team leader's answers compared to the team; team leader's manager's responses compared to the leader and the team; comparisons of teams handling similar projects; etc.) |
Providing the team these data points and discussing differences at regular team meetings (so members can work on process as well as task) is a team intervention if the discussion is carefully facilitated. This may reduce the need for interventions that are perceived as "taking my people away from their jobs." |
| Results are provided to team members in the form of "spidergrams," graphics which represent clusters of members' responses. |
Team members have a graphic display of what they agree and disagree on and whether their answers reflect successful or flawed team process. |
| Designed as a global instrument using simple business English. |
Reduces possible language confusion for non-native English speakers. There are no sports analogies or metaphors, etc. |
