Results found: 9
. Step 1: Identify union needs: A4015.StakeholderAnalysis.
. Step 2: Document the employee’s profile requirements, assessments, corrective actions, and development plan: A4071.HumanCapitalReadiness, A4003.EmployeeEvaluation.
. Step 3: Prepare for negotiation: A4040.PersuasionStrategy, A4111.NegotiationStrategy, A4123.AnswerInconvenientQuestions.
. Step 4: Document the motivational work done with staff: A4001.Feedback
. Step 5: Document the reorientation work done with staff: A4059.EmployeeWarning
. Step 6: Increase the perceived value of your corporate social responsibility: A4025.PerceivedValueGrower.
This tool enables the examination of stakeholders regardless of their position or nature and to define an action plan to align values and interests.
| Key Results | Solved Problems |
|---|---|
| Analyzing stakeholders | Possible opposition, often without objective reasons |
| Bringing out needs | Resistance to change |
| Determining the true influencers | Project interruptions |
| Mitigating the impact of opponents | Costs generated by opposition |
| Engaging stakeholders | Stakeholders’ tendency to maintain their positions |
| Benefiting from diverse perspectives | Prolonged conciliation procedures |
| Creating new value instead of competing for it | |
| Stimulating the creation of alliances |
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 |
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 |
This tool helps refine one's persuasion strategy for customers, colleagues, and stakeholders, and to achieve what is desired with greater ease and elegance.
| Key Results | Solved Problems |
|---|---|
| Perfecting the persuasive strategy | Predominant empirical approach |
| Using both rationality and the emotional sphere to persuade | Failure to prepare a strategy |
| Seeing opportunities beyond appearances | Neglecting the principles of persuasion |
| Identify the objectives that favor the recipient’s desired results | Undervaluing the role of emotions and language in decision-making |
| Distinguishing what really matters | Erosion of credibility over time |
| Taking the first steps and mitigating apprehension | Viewing persuasion as an innate gift rather than a developable skill |
This tool offers a methodology for outlining a negotiation strategy that is cooperative and mutually beneficial.
| Key Results | Solved Problems |
|---|---|
| Formulating a favorable negotiation strategy | Negotiation guided by emotions |
| Establishing ideal and minimum goals, binding criteria, and negotiation margins | Absence of a defined negotiation strategy |
| Expressing professionalism in dealing with obstacles | Difficulty in making decisions and materializing results |
| Inspiring trust and respect in the counterpart | Inability to integrate generated value and cooperate |
| Clearly defining what makes an offer acceptable | Feeling of dissatisfaction despite the apparently positive outcome |
| Prioritizing integrative rather than distributive negotiation to increase rather than subdivide | |
| Having a path to success |
This tool is designed to effectively address both Frequently Asked Questions (FAQs) and Inconvenient Question (FIQs), making decisions more solid, reliable, and persuasive.
| Key Results | Solved Problems |
|---|---|
| Addressing frequent and uncomfortable questions | Lack of clarity in communications |
| Eliminating rumors | Lack of concrete answers |
| Answering delicate questions with courage | Dissemination of unofficial and uncertain information |
| Stress-testing decisions to strengthen them | Dissatisfaction and demotivation |
| Expressing one’s expertise | Need for repeated clarifications |
| Generating value in minutes | |
| Formulating incisive questions and stimulating productive responses |
This tool allows superiors to implement an inclusive corrective plan, stop inappropriate behaviors, and, as a last resort, terminate the employment relationship.
| Key Results | Solved Problems |
|---|---|
| Implementing the corrective process of collaboration, admonishment, and contract termination | Human-relational level conflicts |
| Redirecting collaborators to their role and responsibilities | Exploitation of generosity |
| Reactivating the attention of passive or wait-and-see contributors | Disobedience |
| Supporting professional and behavioral rehabilitation | Errors due to negligence |
| Implementing established company rules and demonstrating consistency | Inappropriate behaviors, lack of respect, provocations |
| Documenting what has been decided and avoiding deviations | Excessive draining of energy and constant need for corrective action |
| Sending a signal to collaborators not directly involved | |
| As a last resort: convincing collaborators to terminate the employment relationship |
This tool enables the enhancement of the perceived value of a service / product by using a fraction of the resources needed to increase its actual value (based on countless concrete proposals).
| Key Results | Solved Problems |
|---|---|
| Increasing the perceived value of services, products, ideas, or solutions | Significant investments to improve products and services rather than maximizing existing value |
| Clearly communicating the unique benefits offered, distinguishing from competitors | Focus on provided services rather than customer needs |
| Prioritizing communicated value as well as actual value | Reduced perception of the value of provided services and solved problems |
| Selecting initiatives with low investment and high returns | Underestimation of the sacrifices made by clients at the time of purchase |
| Avoiding allocating resources without guaranteed returns | |
| Increasing benefits for clients and reducing their sacrifices | |
| Refining collaborators’ storytelling and their ability to present their services |
| Key Results | Solved Problems |
|---|---|
| Analyzing stakeholders | Possible opposition, often without objective reasons |
| Bringing out needs | Resistance to change |
| Determining the true influencers | Project interruptions |
| Mitigating the impact of opponents | Costs generated by opposition |
| Engaging stakeholders | Stakeholders’ tendency to maintain their positions |
| Benefiting from diverse perspectives | Prolonged conciliation procedures |
| Creating new value instead of competing for it | |
| Stimulating the creation of alliances |
A4001.Feedback
This tool allows offering feedback to collaborators and partners, acknowledging merits, identifying areas of improvement, and monitoring the effectiveness of corrective actions.