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The companies

  • An international corporation's valve production unit: initially the supervisors and foremen of a few departments, now 200 individuals.
  • A public transit service in a European capital city.
  • A financial audit firm with a staff of 80; 20 individuals among the entire workforce.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Many companies would benefit from using InterQualia in their annual meetings.

 

THE ISSUE

 

 
The company has already implemented an annual process with an "in-house" form used by the Manager to prepare for the meeting, a different form for the associate, and an action plan document to be signed by both at the end of the meeting.

This meeting is often considered routine, i.e. "checking boxes", "useless", and more often than not, the set goals are "quickly forgotten".
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

OUR PROPOSAL

 

Question for the DHR: if a Manager is "task oriented", they will assess their associate with that in mind. If another Manager is more focused on the human aspect, they will assess their associated based on that.
 

What are you doing to standardize the assessment criteria so that they are fair and based in reality?

The question remains unanswered.


The Consultant suggests that they use the InterQualia Assessment as a baseline, to which the DHR agrees.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

THE PROCESS

 

 
  • The associate completes the InterQualia Assessment, on their own, independently from the Manager.
  • The Manager is trained to interpret the InterQualia Assessment.
  • The meeting is focused on the results of the Assessments.
  • The Manager and associate agree on an action plan.
  • The discussion process and objectives are determined based on the associate's talents and experiences.
 
 
 
 
 
 

THE RESULTS

 

The manager and associates once again show interest in these annual meetings

: disregard gives way to real motivation, the associates feels they are being recognized.
 

The associate values both

quantitative and qualitative objectives.
 

The manager-associate relationship is more constructive,

and has nothing to do with the empirical assessments that prevailed with the former method

.

 

The Manager has a better overall picture of the way their team works

and can act on the right motivational drivers.

InterQualia makes the DHR's life easier and saves them time: the result is immediate, the long-term follow-up is more accurate, and there is greater visibility into the associate's improvement.