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Spotting and preparing people who lead to success
A large French public corporation wanted to locate people within the company who look destined to hold strategic positions. BPI stepped in to identify the evolution of future managers in the form of an accompanied course over the longer term. The assessment centre was hatched with the idea of appreciating the skills of future managers with regards key success criteria for the development of corporate strategies. Interviews, questionnaires and real-life situations were the methods implemented to establish the profile of each participant along 25 criteria equating to five major managerial dimensions.
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Supporting change thanks to assessment in Italy
A public transport company in the city of Genoa (employing over 1500 people) merged with a private partner and wished to improve its standards of customer service and increase overall performance in a sector that was unused to the notion of profitability and more inclined to industrial action. Convinced that this shift necessarily involved a significant organizational and managerial change with the full support of all personnel, the company assigned BPI Italia with the task of conducting a socio-dynamic analysis of the company mood in order to define the most effective communication possible in a very sensitive environment. Then, BPI had to draw up the overall assessment/selection/training process and manage communication with the whole company.
With this type of action, selecting the most suitable candidates for the job at hand while keeping everyone motivated is always a major issue. The assessment process and tools (role-playing, individual interviews and tests) were thus integrated into a stringent communication plan to get people to accept the logic of change and avoid industrial action.
Regular posting of the method's objectivity, transparent communication of results throughout the process plus the keen involvement of the management committee were actively instrumental in the operation's success.
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The impetus of change for all, throughout Europe
As part of the re-organization of its support functions into shared service platforms, a major international group was required to outsource a section of functions and had to reposition its teams spread across Europe.
The company was committed to preserving and developing all its current resources in a move towards closer collaboration between teams internationally and a strengthening of the project's management and control functions.
However, the pre-allocation system conducted by senior management did not give satisfaction and industrial partners blocked any further advancement of the project.
So the company asked BPI to help its project team find the best allocation system while removing the stumbling blocks to the changes facing each employee.
BPI relied on the developed reference frame for skills to propose a "Career Focus" scheme, which allowed every employee to identify with the new organization. BPI chose and adapted tests that were consistent with the major items of the functions involved then made them available to employees online in their local tongue. Each test was then re-compiled as an interview with a consultant who helped the person to look at the positions in the new set-up and choose that or those which suited him/her best in terms of skills/experience/motivation/career advancement/personality/ personal fulfilment. A written report covering all items and shedding light on the conditions for success in assuming the new function, co-signed by the consultant and the employee, was then forwarded and commented upon to and with the company during specific people reviews.
The scheme has been a great success:
the management discovered any number of little known aspects of its employees and a group map chart of all available resources,
the HR office was given an accurate assessment of employees and the kinds of support (tutoring, coaching, training...) that needed to be implemented,
employees, who were listened to, were given a quick review of their professional experience and were able to become real drivers involved with change,
industrial partners were happy with a system that delivers a guarantee of good ethical practice and accounts for each person in the organization's new set-up.
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"Recruit and respect diversity"
BPI, in partnership with the French association AFIP, trained recruitment specialists in the new issues surrounding the risks of discrimination and the promotion of diversity and equality of opportunity. This was all about promoting and growing diversity in recruitment operations made by professional recruiting officers by changing their view of diversity and improving their objectivity in the appreciation of the professional skills of candidates and for the whole recruitment process.
For recruitment officers, this training was about both seizing an opportunity to enhance the spectrum of skills of their candidates, and managing the risks of litigation, damage to corporate image and loss of revenues.
BPI and AFIP started out from the assumption that "we all discriminate without our realizing it" and the fact that the newness of these issues puts us all in a position from which we can learn and progress.
Over the two days of training, participants were made aware of stereotypes, of their prejudices and of indirect discrimination - "we all discriminate without realizing it" - and will from now on address the issue of diversity from the standpoint of those discriminated against.
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