Our know-how in terms of evaluation and professional and personal competency development is based on
MAPPING OF COMPETENCES
Two possible levels of intervention :
- For each of the business' functions, determining the roles, objectives, achievement and expectedperformance, which results in the construction of a matrix of "professional qualities".
- For a position to be filled, consideration of competencies linked to the context: technical competencies, objective criteria, key personality traits for the person to be successful in the position and the environment (situation, culture, management), which results in the calibration of a "competency profile" (the essential ones and those which could be developed via support).
ASSESSMENT
The simulations relate to the position in the business (the exercises are created and adapted to the criteria to be measured) but not to the actual context: aptitudes and competencies are evaluated but not knowledge.
Simulation examples :
- decision-maker position : analysis of problems, development of solutions that they must defend, taking decisions, communication and action plans,
- operational manager position : anticipation, planning, organisation and management exercises etc.
- team leader position : exercises requiring knowledge of listening, understanding, setting objectives and lines of conduct, motivating, directing, leading a group to sucess.
Candidates are evaluated by examiners who use standardised check lists and are then interviewed and de-briefed.
360°
This involves a series of interviews to analyse the perception of the employee by all of their immediate colleagues (hierarchical, peers, team members); especially pertinent for communication, interpersonal relationships and team working ability aspects.
COMPETENCY REVIEW
Based on a questionnaire to be completed and face-to-face interviews with a consultant specialising in competency reviews, this involves taking stock of the candidate's aptitudes and know-how, personality (strengths and limitations), motivations and potential with them, in order to help them make choices and act upon them.
PERSONNALITY TESTS AND INTERVIEWS
Our know-how in terms of personality evaluation draws from two strengths:on the one hand, expertise in using tools which are recognised* sin the psychometric assessment marketplace which enable personality (which is not visible on the surface) and unexploited potential to be detected and to predict performance in a role; on the other hand, our interview methodology which allows results to be further explored and to be interpreted in relation to the professional competencies that the business is looking for.