We participate in the advancing digitalisation of organisational surveys mainly through two independent software developments:


Interactive Report Program

- an automated self-reporting tool -


Follow Up Activity Planner

- IT tool for complex implementation processes -

Both software packages have been successfully tested in practice and prove to be particularly useful in cases where a multitude of reports have to be generated for evaluation units on different hierarchical levels after an organisational survey as well as in cases where a number of implementation projects must be dealt with more or less simultaneously and are to be centrally controlled.

A third and increasingly important component of IT-supported organisational surveys, which we support, is the installation of…



- with new possibilities for information processing -

IRP has been developed with the objective to make the results of organisational surveys available to authorised personnel in companies and administrations, according to the different levels of access authorisation, even faster than before. Thus, even large numbers of reports can be generated accurately and correctly shortly after finishing the organisational survey and can be made accessible to the authorised recipients.

What is IRP?

IRP is a high-performance software created by ISPA consult for generating meaningful reports on the results of an organisational survey. We provide the IRP, enter the raw data from the current (last) organisational survey, and host the application. In accordance with the prior assignment of authorisations, we make the survey data available to the authorised users in the company, who, thereby, have worldwide access to the reports. The individual user can only access the platform through a password-protected entry mask.

Data protection and confidentiality in reporting are guaranteed.

Overview of advantages:

  • The IRP tool provides the client with fast and automated access to the results of the organisational survey;
  • ISPA consult presents the client with a high-performance reporting program. Thus, the client, or report recipient respectively, quickly and easily generates the reporting via the web service and saves valuable time;
  • the individual reports are enhanced through comparison of own results with those of other departments/branches or comparisons of different results over time;
  • immediately after the data input from the questionnaires, the evaluation is available to the recipient as a pdf report. Upon request, we, or the project management respectively, sends the defined reports to the respective people responsible;
  • simple generating and downloading;
  • the pdf report includes a clear, graphic representation of the results. Aside from a bar chart for every scale question, there is also a profile line of all scale questions.

For more information please contact us.

The internal translation of survey results into measures for improvement is of utmost importance in every organisational survey because the perceived success or failure highly depends on this. Nevertheless, the often unsatisfying effectiveness and efficiency of the implementation phase must be criticised. While the implementation workshops result in a multitude of ideas for solutions and suggestions for improvement thanks to the personal engagement of many employees and a lot of time, these ideas are often not registered, not or not sufficiently followed up, and are eventually forgotten. The inevitable consequence is that, in the end, nobody can say how many implementation measures were planned and put into effect, much less in how far this benefits the company and its employees. With this problem in mind, it is clear why FAP (currently offered by ISPA consult in version 2.0) is especially important.

What is FAP?

FAP is an online tool used to control the implementation of survey results. In detail, it has three objectives:

Aim 1: 
increased effectiveness and efficiency of the translation of survey results into measures for improvement;

Aim 2:
comprehensive, qualitatively improved, and accelerated briefing of the project management and the business and executive management on the current state of implementation and its change over time;

Aim 3: 
qualification of the project, business, and executive management for interventions in the implementation processes in case weaknesses and/or undesirable developments can be identified.

Ultimately, FAP is an instrument of the implementation controlling, which is especially useful to larger enterprises and administrations with many evaluation units and many simultaneous implementation processes in decentralised structures.

Functionality of FAP:

A given entry form asks for entries in eight compulsory fields, aside from stating the respective organisational unit and verifying access authorisation, from every organisational unit in which implementation measures are developed. The user (usually the responsible executive) who is instructed to promote the implementation in the respective organisational unit must enter:

  • title of the implementation measure;
  • affiliation to topic from the survey (e.g. “supervisor”);
  • short description of problem;
  • short description of measure with which improvement is to be achieved;
  • name of the responsible person;
  • current state of the implementation of measures (e.g. not yet started, in progress, completed);
  • start date of the implementation of measures;
  • finish date of the implementation of measures.

More fields can be added upon request. Examples: How is the implementation measure developed? Does it require additional support? Can the measure improve results in other organisational units? The FAP software is designed so that reports can be generated from these entries. Depending on the assignment of authorisations, one can view the planned measures in a specific unit and generate a report (overview of measures). Only the administrator (project leader) and the business and executive management have the continuous authority to generate an aggregated report about all units.

Overview of Advantages:

  • Standardised collection and description of individual implementation measures through entry in given entry mask;
  • overview of all implementation measures based on the saved organisational chart;
  • aggregated frequency count of measures for different developmental stages;
  • creating a system of authorisations and roles (passwords).


For more information please contact us.

The abundance of information, which can be gained through an organisational survey, poses the question of which information has to be processed in which way in order to support important corporate policy, especially HR policy decisions in companies and administrations. Recently, a particular IT-supported approach called “Dashboard”, which is characterised by its special user orientation, has become more important.

What is a Dashboard?

Originally, a dashboard was understood to be the graphic display of information and was compared to the dash panel on a plane. Today, this interpretation is considered too limited and, furthermore, collides with the well-established term “cockpit” (see Products>Cockpit). So far, there is no generally agreed-upon definition of the diverse dashboard concepts on offer. In a recent study on the “Conception and Design of Management Dashboards” the following general definition is given:  

”A multilayered application built on a business intelligence and data integration infrastructure that enables organizations to measure, monitor and manage business performance more effectively“ (Malik).

The definition only hints at what characterises the noteworthiness of a Dashboard, namely the increased quality of information that is offered to the user by a well-developed Dashboard in comparison to other reporting systems.

Design of a Dashboard:                                                 

The increased quality of information results from the typical design of a Dashboard. The information requirements of the user are the starting point. They define the features/functions of the Dashboard as well as the data and operating figures which are to be visualised one- ore multi-dimensionally with specific design elements by the Dashboard. In contrast to the already mentioned Cockpit, the displays can be adjusted to the individual information requirements of the user, for example by removing certain displays but adding others. The immense programming work needed to be able to provide the possibility to retrace individual operating figures with changing depth of analysis to the small ramifications of the value tribers and to highlight existing correlations is obvious.

Contribution ISPA consult:

It is yet unclear, how many companies and administrations of which sizes want to introduce Dashboards of the above-mentioned kind to their HR department in order to support decision-making processes. We have a program in place for the introduction of Dashboards in HR and offer professional assistance with the conceptual development.