Levels
Categories
Programs

Results found: 7

. Step 1: Plan the development of employee skills: A4017.HR-DevelopmentPlan.
. Step 2: Invite managers and executives to assess their leadership profile: A4033.360PerformanceReview.
. Step 3: Evaluate employees and set annual objectives: A4003.EmployeeEvaluation.
. Step 4: Stimulate attitudinal development among employees: A4030.AttitudesDevelopment.
. Step 5: Increase the transfer of training and team knowledge sharing: A4006.CourseKnowledgeTransfer.
. Step 6: Ensure lessons learned are applied: A4045.LessonLearned.
. Step 7: Reorient employees to the requirements of their professional profile: A4071.HumanCapitalReadiness.

Go!

A4017.HR-DevelopmentPlan

This tool allows for the planning of employee development as well as documenting available skills.

Key Results Solved Problems
Surveying training needs Partial view of the personnel evolution project
Having a comprehensive corporate training program Limited time planning
Generating convocations with educational objectives Heterogeneous business management methodologies
Organizing practical sessions (follow-up) Considerable administrative commitment
Planning learning audits (audits, tests, evacuation tests, etc) Obstacles in recording needs and training results
Managing budgets and reporting Exceeding budgets
Maintaining a file for each collaborator  

 

Go!

A4003.EmployeeEvaluation

This tool facilitates the assessment of collaborators' performance, objective formalization, and the development of an action plan for the upcoming year.

Key Results Solved Problems
Guiding collaborators throughout the upcoming year Constant need for performance realignment
Harmonizing the aspirations of collaborators with those of the organization Lack of a performance evaluation method
Calling to action and to contribution Unattainable work goals (lack of clear agreement)
Integrating new necessary performances Inconsistent motivation
Promoting the (independent) development of collaborators and tracking progress Decreased competitiveness of the company’s human capital
Proving to be a reliable and credible leader Limited knowledge of current best practices
Quickly recalling what was agreed upon Lack of human capital development
Go!

A4030.AttitudesDevelopment

This tool offers inspiration from over 500 skills, categorized by competency groups, to discover new areas of growth both individually and in a group.

Key Results Solved Problems
Encouraging personal development by tapping into over 500 skills Tendency not to recognize skills to develop
Consciously selecting qualities to improve Tendency to stick to habitual methods
Exploring new areas of recognition Limited ideas on how to evolve
Discovering unexplored opportunities Complacency in current skills
Defining new goals Minimization of one’s growth potential
Encouraging collaborators to maintain curiosity  
Go!

A4045.LessonLearned

This tool facilitates the immediate application of acquired knowledge to achieve new milestones.

Key Results Solved Problems
Implementing lessons learned to achieve new results Risk of forgetting lessons before they become consolidated habits
Noting what you intend to implement Losing the opportunity to exploit evolutionary techniques
Defining the coveted results of a training Accepting that the knowledge transfer of meetings / training is limited to 15-20%
Immediately applying what has been learned Equating listening to a topic with its memorization and application
Encouraging collaborators to recognize elements that favor skill development Tendency to “wait for” rather than “seek out” opportunities for growth
Keeping training sessions below cognitive saturation threshold Passive approach of students
Promoting the integration of knowledge into company assets  
Go!

A4071.HumanCapitalReadiness

This tool helps to outline the knowledge, skills, and attitudes required for each professional profile and to guide collaborators

Key Results Solved Problems
Defining specific requirements for each professional profile Absence of defined requirements
Outlining necessary knowledge, skills, and attitudes Absence of a skills database
Evaluating requirement fulfillment Untapped human potential
Identifying gaps and planning improvement Lack of a skills development plan for each role
Attracting talents aligned with company needs Difficulty in drafting development plans
Isolating unsuitable profiles Insufficient incentives for role-specific specialization
Updating the available skills database Risk of selecting inadequate profiles

 

A4017.HR-DevelopmentPlan

Key Results Solved Problems
Surveying training needs Partial view of the personnel evolution project
Having a comprehensive corporate training program Limited time planning
Generating convocations with educational objectives Heterogeneous business management methodologies
Organizing practical sessions (follow-up) Considerable administrative commitment
Planning learning audits (audits, tests, evacuation tests, etc) Obstacles in recording needs and training results
Managing budgets and reporting Exceeding budgets
Maintaining a file for each collaborator