01 Assessment of employees / managerial staff potential

Assessment of  employees’ competencies in regards to specific needs of various positions within the organization.

This assessment may take on the form of a Development Centre or be based on the Harrison Assessments questionnaire. On this basis, we can recommend development solutions for a selected group, and conduct a follow-up assessment after the programme is completed to  summarize the effects. This type of assessment enable the organization to establish a reserve workforce, succession planning, or career path development.

02 Assessment of the effectiveness of formal performance evaluation in the organization

This assessment aims to determine the quality of performance appraisal discussions conducted by immediate supervisors and identify areas that require improvement.

The assesment examines factors that influence employees’ perception of the evaluation system and measures their satisfaction level after participating in appraisal interviews. Through this assessment, the organization receives feedback regarding the evaluation system itself, perceived fairness in regards to the relationship between the appraisal and the salary system, the transparency of the system, the quality of communication between managers and  employees, the employee’s engagement in the evaluation process, and the impact of the appraisal on their motivation levels.

03 Assessment of knowledge and skills transfer from the training room to the workplace

This assessment helps identify barriers that hinder the implementation of knowledge and skills in the actual job setting. For organizations, it presents an opportunity to improve processes and development programs.

The assessment is conducted online shortly after training sessions using the Learning Transfer Systems Inventory (LTSI) questionnaire, a validated tool developed by Professor Ed Holton and Professor Reid Bates from Louisiana State University. The Learning Transfer Systems Inventory questionnaire examines three areas: the organizational environment, trainee motivation, and training-related factors.

04 Assessment of employees' training/development needs

This assessment aims to diagnose gaps and competency deficiencies among employees.

It allows for the planning of an appropriate human resources development strategy. The assessment can be conducted among all employees within the organization, regardless of their level or position, or among a specific group (e.g., management staff). The assessment  uses a quantitative research method – an online survey, and individual interviews are used to gather  more in-depth information.

05 Employee satisfaction and commitment survey

A periodic, cyclical survey aimed at analysing the level of employee engagement and satisfaction with their work, workplace, and work conditions.

The survey reveals information in relation to the factors  that motivate employees, the workplace atmosphere, quality of interpersonal relationships with colleagues and supervisors, and communication effectiveness.  The employee engagement component of the survey relates, among other things, to their understanding and awareness of organizational culture –key values and their identification with them, as well as the organization’s strategy and mission.

The survey  is conducted anonymously, using an online questionnaire. Additionally, individual or focus group interviews can be conducted to gather further insights beyond the survey results.

06 Organizational culture diagnosis

This assessment is conducted in situations of significant organizational changes (e.g., change in business profile, strategy change, merger), significant decline in employee motivation, engagement, and job satisfaction, and above-average employee turnover.

The first part of the assessment involves analysing the current state and the desired state of the organization using the Organizational Culture Assessment Instrument (OCAI) questionnaire, which is based on the competing values framework. This allows for categorizing the organization into one of the four culture types. The second stage of the assessment involves the application of qualitative methods, such as individual interviews and observations, aimed to complement the diagnosis with desired directions for organizational culture change in order to align with the preferred model. The assessment includes an analysis of employees’ declared and desired values, norms, and attitudes.

07 Evaluation of the effectiveness of HR programs, projects, and processes

Based on the ROI methodology, we conduct an evaluation of the effectiveness of implementing various HR policies, processes, or projects within the organization.

The research  is preceded by developing a data acquisition plan and preparing necessary  tools. It helps the HR team to establish a business partner  image by showcasing key success indicators within the organization and presenting a credible calculation of return on investment in human capital management activities.