we believe
that technology development opens up room for dialogue on the job, thus the relationship between the manager and the associates is based on the equality of both parties.
All our tools support this dialogue, linking business performance to labor force stability and personal success.
Workforce stability - the competitive advantage that leaders drive
WHAT TURNS A WORKPROBEs INTO
A MANAGERIAL TOOL?
We are one step ahead of judging the competency of the candidate.
We show exactly how much energy and attention the manager and the group has to invest to make the new associates quickly succeed in their day-to-day work.
WORKING HABITS -
THAT WE HAVE NOT TALKED ABOUT
We are one step ahead of judging the competency of the candidate.
We show exactly how much energy and attention the manager and the group has to invest to make the new associates quickly succeed in their day-to-day work.
OBJECTIVE NUMBERS,
DEFINED LEADERSHIP ACTIONS
We are one step ahead of judging the competency of the candidate.
Personality and attitude are difficult to change and it is not the role of the workplace to do so.
Working habits are based on experience - therefore these habits represent previous organizations’ influence on the worker, not the worker herself.
Based on the results, leaders are able to implement a personalized co-operation strategy to assist in developing a successful associate.
TECHNOLOGY SHIFT
WORKPROBES.ONLINE
From instrumental measurements and paper-pencil tests to the workprobes.online assessment is not only a technology shift; selection has become a management tool measuring working habits in performance situations.
No need for
- special equipment, or installing a system,
- an expert on site,
- time to organizing groups of candidates,
- time to spend compiling evaluations.
Organizational skill
Technical proficiency
Logistics proficiency
SKILL LEVEL MEASUREMENT
We use these skill sets in addition to workprobes.online. Short 5-7 minutes quick quizzes are taken to identify existing skill levels and define the focus of initial professional training.
Those who are recruited will receive tailor-made training on statistical process control, solving common technical problems and managing logistic systems or using project management tools.
LPO - Ethics
Success seeking and failure avoidance
3 factor personality test
Psychological Contract
IQ and EI Q
RELIABILITY - EMOTIONAL STABILITY, ETHICAL MATURITY
In positions with sensitive business information or data handling, or with high material or personal responsibility, the risks can be minimized based on LPO (Liability, Priority, Obedience) results.
When we measure emotional maturity and regulation, the results are aligned with behaviors that are congruent with job positions. Additionally, the candidate’s cultural fit to the environment within the company will support tailored actions and tools from existing leadership within the company in order to enhance the candidate’s potential and speed for growth.
Sales Booster
FIVE SALES TYPES, SEVEN SALES PROCESSES
A salesperson’s routine and its alignment to the company’s sales practices is not only important during recruitment, it is also important when developing training methods within the company.
Established behaviors within the sales community represented by archetypes such as Hunters, Farmers, Harvesters, Fishermen and Urban types can offer insight into how to be more effective. As such, utilizing these attributes effectively is essential to smooth running operations.
Based on the results, training of sales people can be focused - there is no need for everybody to attend the same course. Each sales member has only to work with routines that change only those sales habits and behavior which lead to significant performance improvements.
FIRST -
TO MAINTAIN THE OPERATIONAL FRAMEWORK
The operating framework defines how the organization works, the way work gets done: the key to co-operation is to allow the associate to integrate into this framework and accept it.
Consistent representation of rules, tracking processes, and maintaining "discipline" is a guarantee of performance.
SECOND -
TO MANAGE PROGRESS
Daily, weekly performance: a personal, group contribution, accountability and a continuous discussion and negotiation about the results to achieve, requires leadership.
For this to become a reality it is essential that there is well structured communication from leadership and commitment from the associate.
THIRD -
TO MOBILIZE RESOURCES
The ability to react to unplanned events, proactively and creatively when redeploying resources to solve problems is a marker of good leadership.
However, unsupervised actions and individual creativity applied independently of existing structures can worsen problems and create new ones.
THE LEADER HAS 3 THINGS TO DO - WORKPROBES.ONLINE
Welcoming a new associate on board with the expectation that her existing skills and practices will result in her (independently) becoming a well-performing, committed worker often results in conflicts, failures and disappointments for both the newcomers and the company.
Leader and associate co-operation accelerates integration and ensures common success.
DAILY COMMUNICATION
IS THE KEY TO ACHIEVING GOALS
Our spider web analysis is both diagnostics and action plan.
It shows how much difference there is in role interpretation of a position between associates, and a simple tool for re-designing and improving communication.
We don’t introduce anything new into the organization.
We refine co-operation, remove unnecessary workloads, and increase the associates' freedom to make decisions, their responsibility, and contribution to business results.
The business impact of a position; self assessment and appraisal by ten associates - the associates expect more and something else from the holder of the position, than she considers rightful and obligatory.
Until a position is judged so different, the outcome of all developmental interventions and changes is uncertain and their impact is hardly predictable.
What we provide: the position and all positions have a clear role and all positions are linked in a communicational network.
The first step is to draw the "real" contribution area of the position, the second to communicate this area, and the third to maintain and "fill". The position holder makes the decisions and takes responsibility; the leader feeds back achievements and rewards the contribution.
WHY COMPANIFYING?
The meaning of the word means building and maintaining a well-functioning, clear-cut operation in line with the company's mission, strategy and goals.
This model breaks down the traditional, labor-intensive and time consuming organizational development - fast, change happens because it reinforces good practice and takes away the unnecessary workload coming from collaboration.
We grew with our partners ...
45,000+
3,000+
100+
35+
Off-line Assessments
Online Assessments
Clients
Years of Research
our partners.
contract us.
Open an account and pay per use or use our consulting services in your projects.
Our expert system stabilizes your selection and onboarding efficiency minimizing the costs and resources related to those.
CONTACT US.
To order our services or for further information contact us at
Email: iroda@psyon.hu
MX and LATAM: alfredoluna@lukasconsulting.mx
Phone: +(36) 30 524 5315
Skype: farkasgj
LinkedIn: https://www.linkedin.com/in/farkasjudit/
Home page: http://www.psyon.hu/v/index.html
