Gruppe 10: Synthesis Empathy Map, Persona, POV

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Gruppe 10: Synthesis Empathy Map, Persona, POV by Mind Map: Gruppe 10: Synthesis Empathy Map, Persona, POV

1. Marie Bauer, 29 years old, Digital Marketing Manager, Single

2. Fictional Persona (20 Min.)

2.1. Personality: • out-going • friendly • communicative • open-minded • interested in art • animal lover • loves travel • good at cooking

2.2. Motivation: • happy with her working situation • wants to be in a better position in an year • hard-working

2.3. Absolutely loves: • Working • Being active on social media • Travelling • Gaining new knowledge • Meeting deadlines and achieving considerable results

2.4. Hates:  • Tomatoes • Doing her tasks in the last possible minute • Working under a lot of pressure • The silence

2.5. This person inspires him / her: • Her boss – her rolemodel • Her mother

2.5.1. • Her boss – her rolemodel • Her mother

2.6. Slogan: • What doesn’t kill you, makes you stronger!

2.7. Favourite Song: Work from Home

2.8. Central Needs: • Communication • Enough spare time – friends and family time • Inspiring tasks at work • Quality relaxation time

2.9. Goals: • Get a promotion • Running a marathon

2.10. Wishes: be happy, stay healthy, traveling more, friendlier working environment

2.11. Picture: ¯\_(ツ)_/¯

2.12. It would be game-changing for him / her to ... have an

3. Synthesize your findings (10 Min.)

3.1. Needs

3.1.1. Challenges they faced (negative Emotions, Situations, Risks, ...) - • The biggest challenge for all of the participants in the feedback sessions is how to address problems, difficulties, points of improvement; • How to decide where there is a room and need for improvement; • How to implement suggested changes and improvements;

3.1.2. Motivations they have (positive Emotions, Situations, Experiences, ...) - • All employees should find the right balance between what they are really good at and their weak points. • Trying to find the solution of potential problems in the teams they are working in before addressing the problems to their supervisors/bosses. • The better employees perform, the higher chance for promotion;

3.1.3. Physical • Watch body language • Receive hard copy of their feedback • Face to face feedback sessions with their supervisors

3.1.4. Emotional - • Giving and taking constructive criticism and not taking it personally;  • Talking openly and freely with supervisors and Head of different departments (e.g. Head of HR)  during annual feedback meetings;

3.1.5. Economical • Adressiing pay raise

3.1.6. Functional -  • Knowing how and who to approach problems and difficulties;

3.2. Surprises

3.2.1. Surprise 1

3.2.2. Surprise 2

3.2.3. Surprise 3

3.3. Contradictions

3.4. Similarities - In general, all of the three interviewees felt a bit nervous and not too comfortable during the feedback session - due to pressure from higher lever of supervision or criticism;

3.5. Central Insights (infer: 'I wonder if this means ...' - • If a professional training is offered many potential issues or problems might be avoided; • Experience is crucial for (both-side) beneficial feedback meetings;

4. Point of View Statement (10 Min.)

4.1. THE real problem of our persona (based on central need & insight, what is meaningful for persona)

4.2. Marie Bauer, 29 years old, Digital Marketing Manager, Single

4.3. Needs:  • regular communication/feedback with her boss • Enough spare time – friends and family time • Inspiring tasks at work • Quality relaxation time

4.4. Insight: Marie wa

4.5. in a world where

4.5.1. she required to attend annual online-employee-talks

4.6. POV Statement: Marie doesn't like being evaluated neither by her supervisor nor by friends and that is why she feels anxious and nervous before her annual feedback meetings. Nevertheless, she prefers face to face discussions with her supervisor as she is missing the "personal" aspect in online meetings.

4.6.1. The whole sentence:

4.6.2. How might we help Marie ... use a mixture of online and face to face meetings in order to use the advantages ( face to face: personal, interprete emotions and body language, less missunderstandings and technical issues; online: time-saving and economical) of both and get rid of the disadvantages. hold feedback discussions more often. For example, monthly with her direct supervisor and annually/semi-annually with the Head of HR. This way she will always be up to date about her achievements and impovements. If meetings are hold regularly - not that much of attention and importance is put on them, so Marie doesn't feel nervous, pressured or tense. The direct supervisor  should always be part of the meetings/sessions as long as he/she is the one with immediate observations/impressions/evaluations of Marie's performance The criticism brought to her should be constructive and hold ideas of improvement. Furthermore, the feedback should consist of two parts:  First would be a personal meeting including Marie and her supervisor and the second one would be an all employee meeting where general problems like deadlines or the quality of work are being addressed. Marie should be trained in using tools for online meetings in order to make her feel more comfortable using those. Moreover, general online meetings should take place more often in her company - perfection comes with practise. Marie should participate in personal development trainings and workshops so she can work on her anxiety. For example team building events organised by the company or trainings for supervisors on how to give benefitial feedback and address potential problems. ''Online feedback tool'' - works like a platform where employees and feedback givers answer the same set of questions regarding the annual performance, difficulties, problems, achievements, etc. During the meeting both sides compare the answers and discuss the differences. (E.g. - Self-evaluation question form)

5. Key Interview Findings (10 Min.)

5.1. Interview 1 [Waldemar]

5.1.1. 1. Do Interview partner works as web developer for an Online Marketing & E-Commerce company in Berlin. In his company, employee feedback discussions take place once a year. His last one was in the beginning of 2016 and his supervisor as well as the Head of HR were present. He didn't feel too comfortable with the situation being confronted with his supervisor and the Head of HR. How did he feel with 2 people there? Why were there two people there?

5.1.2. 2. Say He was critisized for his interpersonal competences as he was no team player and loved to work all by himself. He responded angrily to the criticizm as he felt attacked and tried to defend himself in that way. Why? What was the criticism? Why was he angry about the truth?

5.1.3. 3. Think (infer) All in all he agreed with the supervisor's oppinion on his working attitude and skills. They agreed that he will work from home less and try to involve himself more in the team. Since then he is trying to work on his weaknesses by keeping close contact to his colleagues during work. How did they come to an agreement? What are his weaknesses? How is he working on them now?

5.1.4. 4. Feel (infer) The interview took place in a meeting room. First, his supervisor was giving him feedback afterwards the Head of HR and finally, he could state his point regarding his performance. His supervisor prepared an evaluation that was automatically generated by a software after he rated his work in that system. He didn't feel too comfortable with the situation being confronted with his supervisor and the Head of HR. Nevertheless, he knew that these interviews have to be done. After being criticized, he felt personally attacked even though he knew they were right. How was the interview taking place? What was the discussions steps? What was the agenda? How did they talk (Feedback-Methods, Evaluation, KPIs???)

5.2. Interview 2 [Ben]

5.2.1. 1. Do Interview partner is a korean expat working as an UX-Designer in Berlin for 6 months now. I asked her about her experiences working in digital environments and using collaboration software as a tool for daily communication with her coworkers. On a second interview I asked her about if she ever had an annual performance meeting in an online environment and what her thoughts on this are.

5.2.2. 2. Say She answered the question quite elaborative and confirmed that online communication plays a huge role in the work environment, but pointed out that face to face communication is still the best way to communicate with coworkers and customers alike to avoid any misconceptions. In the second interview she said, that she never had an online annual performance review and she doesnt really like the idea of that. After I asked her about what circumstances would change her mind on that, she replied that it would be important to establish a very relaxed environment, to get rid of any technical issues in advance and to be concerned about connection quality in order to prevent any even more stressful situations.

5.2.3. 3. Think (infer) She hesitated with the initial response, so my guess is that she first tried to remember her past working environments to summarize her experiences to me.

5.2.4. 4. Feel (infer) Since she saw me writing her answers down, she was trying to answer as professional and elaborative as possible, not in the relaxed way she would usually speak. So I guess she felt a little nervous or pressured. But overall she felt comfortable, since the interview was very short. I didnt wrote her answers down right away in the second interview, which helped with the nervousness.

5.3. Interview 3 [Nikolay]

5.3.1. 1. Do Interview partner works as a Team Lead in the Technology Department of an E-commerce company in Berlin. The company has replaced the annual feedback talk with 3 or 6 months feedback talks, which are further determined by the HR Department. The interview partner was already quite experienced with such talks, because apart from her personal feedback talk, she is having feedback sessions with each of her team members.

5.3.2. 2. Say She was quite relaxed and open to questions and was confident with what she was saying. First, she explained the structure of the feedback talks. She said that the CTO conducts the feedback talks with each Team Lead, and each team lead conducts the feedback talks with each of his team members. Everyone who conducts feedback talks first have to attend a course (Führungskräfte-Feedback) and obtain a serfiticate, assuring that he is able to conduct proffesional feedback sessions. The feedback is given in two steps: online and personal. The company uses the so called "Online feedback tool" where both people answer the given questions personally, then they compare both answers and after that they meet personally to discuss further.

5.3.3. 3. Think (infer) The interview partner is mostly happy with this system, since she hasn't experienced some major problems until now. However, she hasn't been given negative feedback, which also has to be taken into consideration. All in all she thinks that the proffesional training is the key to a productive feedback discussion.

5.3.4. 4. Feel (infer) The feedback discussions are taking place in a meeting room or even in a cafe. The aim is mainly to feel more relaxed and calm, because most of the people are scared of the word feedback. According to the interview partner if the problems in the discussion are adressed properly they won't be felt as "problems" but more like a "points to improve".

5.4. Interview 4 [insert name]

5.4.1. 1. Do

5.4.2. 2. Say

5.4.3. 3. Think (infer)

5.4.4. 4. Feel (infer)

5.5. Interview 5 [insert name]

5.5.1. 1. Do

5.5.2. 2. Say

5.5.3. 3. Think (infer)

5.5.4. 4. Feel (infer)