Identify how the company performs is the first step. Define the qualitative and quantitative dimensions, study the process and the right tools to the specific company, training people and the leaders who manage processes is essential for creating the culture and encourage the behaviours pertinent to the achievement of expected results.
It is a tool that measures business performance, taking into account the main perspectives which need to reflect: shareholders, customers, employees and the smooth functioning of business processes.
The goal is to transform the vision and strategy into a tool that effectively communicates the strategic objectives and monitors progress to ensure all key indicators, as well as those more traditionally used for a financial – monetary.
Analyze the Assessment Centre method to grasp thoroughly individual’s attitudes, skills and motivation. Assessing the potential makes it possible to identify the growth potential of a person in an organization. This assessment attempts to predict future behaviour in a specific work role.
Describe/define key roles promotes organizational clarity, helps people to understand the areas of delegation and role boundaries, helps to structure the staff development programs, organization and compensation.
Understand current culture and help the management to define the desired culture. The corporate culture is composed of several factors: the consistency between the different dimensions and alignment with corporate vision and values for the development of behaviours for success and a sense of people belonging.
Use the measurement and quantitative/qualitative comparison processes of your organization compared to those of other organizations and best practices of their own in order to obtain useful information to improve their business performance.
Level and define grades/bands that are consistent with the type of organization and its “compensation philosophy,” is the necessary step to design a fair and equitable policy of fixed remuneration. Assessing and weighing are basic requirements to define gangs or homogeneous classes of contributors to business objectives achievement.
Working together to define the mission, future goals and values around which to build commitment towards achieving the common objectives, are the output of this process. The start-up organizations or who has experienced an important transformation phase, acquisition or merger, feel the need to create unity of purpose, especially at the high-level management.
In some moments of organizational life the use of compensation surveys, for some key positions, or for people to keep, is useful to see how a group of interesting companies – comparator group – are “treating” the contention organizational position.
Support the Heads in the assessment, feedback management and development of employees. Provide methodological support to Human Resources in the structuring of the process and related instruments. It is a key process in the management of human resources, through which you help people to understand what to do and how to work.
The method of skills allows to:
- define the characteristics essential to the organization and for the people who are part of it;
- determine the skills needed to successfully fill a position;
- recognize the gap that exists between the characteristics desired and existing;
- define a development path consistent with the skills gap;
- formalize a system of assessment and skills development.
Adjust the organizational structures in line with changing business strategies, resulting in the redefinition of roles and mechanisms operating in an efficient and effective work processes.
Convert knowledge from implicit and tacit, difficult to share and communicate, to explicit knowledge, easy to describe, codified and documented. Structure a process to transfer knowledge from the individual to the group and the group company, to share and enrich the knowledge necessary to achieve business goals.
Stand out, make explicit trails and career paths within a specific organizational company reality, identifying the responsibilities, skills and related requirements for each position, enabling the convergence of interests with those of the individual company, and prepare successors to progress in their development.
Support leaders and team members in the ability to build development plans aimed to improve and upgrade skills to turn them into wealth for the company and meet specific organizational goals.
Create a winning value proposition for employees that makes the company particularly attractive to talent, to move from simple advertising recruitment to a real strategy of long-term recruiting work. Use work experience, coaching and mentoring to cultivate the potential of managers, strengthening the talent pool, by investing in the most promising professionals and managers, developing those that have a high potential and improvable performance.
Maintain a direct and constant contact between people, top management and the company as a whole, to meet the needs of involvement and knowledge of the company contributing to the growth of a sense of belonging and pride company employees. Through the integrated use of different means “off” and “online” is intended to make known and explain the goals of the company, especially in the early stages of changing organizational structures and to promote and protect a good organizational climate.
Rethink the role of Human Resources becomes necessary at certain times of the life cycle of the “system” organization. What predominant contribution is expected? Which mission should be undertaken? Which operations? What are the predominant supports? These are the main questions, which this service aims to answer.
Define a motivational system that aligns in a consistent manner with the aims of the company. People will be encouraged to carry out the most outstanding contributions and will be awarded based on actual results.