CASE STUDY

CASE STUDY

DEVELOPMENT OF A METHODOLOGY BASED ON INDUSTRY-SPECIFIC MEASUREMENT AND EVALUATION

which supports HR decision-makers in the most important tasks related to employees, tailored to the characteristics of a specific industry.
The objective is to create a system that
Tasks established in collaboration
  1. The collaborating partner learns about the PractiWork® assessment tool and method (participation in a one-day training)
  2. Mapping needs, examining alignment with organisational requirements
  3. Understanding the workforce, job roles, and operations, and comparing them with international databases
  4. Compiling job profiles, collecting specified individual characteristics, selecting characteristics to measure
  5. Assembling a suitable test battery for skill measurement, developing an organisation-specific assessment test series
  6. Conducting measurement leader training for designated individuals by the collaborating partner
  7. Measuring employees in specified job roles, managing initial sessions, supporting the organisation's measurement leaders
  8. Individual training and development recommendations
  9. Follow-up: after 3 and 6 months for newly hired employees
  10. Finalising results, validating the methodology based on the initial measurements and follow-up experiences
  11. Discussing further collaboration opportunities
Overview - Project completion

CLUSTER ANALYSIS

The clusters located around the axis center show the degree of alignment of individuals in each group concerning skills and conscientiousness that define performance.

DETAILING RESULTS BASED ON NUMBER OF PARTICIPANTS

DETAILED RESULTS WITHIN OUR CATEGORY
Minimal Performers (11%): Below others in every area, employed in unsuitable job roles based on their abilities.
Routine Workers (10%): Perform tasks out of routine, their abilities would allow more, but they do not want to contribute further.
Committed (24%): Their abilities are average, but they are conscientious.
Stable Middle (34%): Their abilities and loyalty are average, but they would likely leave the company for a better offer.
Professionals (21%): Their abilities are very good, loyalty is average, but they are conscientious. It would be a sensitive loss for the company if they left.
Minimal Performers (11%):
Because they are friendly, based on our experiences, their leaders rate them better than their performance would justify.
Routine Workers (10%):
Friendliness level below average, these workers are less proactive in social relationships, they do not enjoy teamwork.
Their conscientiousness is low, they are less reliable and prone to neglecting tasks, and not motivated for high-quality work.
Slightly open to new ideas, changes, and prefer to perform their tasks in the usual way.

CHARACTERISTICS OF LOW VALUES

Friendliness
Low motivation: Decreased performance and productivity
Weaker team dynamics: Cohesion and efficiency
Increased stress: More frustration and poor atmosphere
Communication problems: Misunderstandings and frequency of errors
Openness
Conservative thinking: Less open to new ideas and changes
Routine work: Prefer usual tasks and methods
Limited creativity: Less likely to seek innovative solutions
Low adaptability: Difficulty in adapting to changing work conditions and technologies
Reduced competitiveness: The company will be less competitive if employees are not open to innovations
Lack of motivation: Lack of interest in new challenges and opportunities can reduce employee motivation
Conscientiousness
Lack of thorough work: Superficial work, neglecting details
Difficulty adhering to deadlines: Procrastination, delays
Disorganization: Messiness, planning, and organisational problems
Variable motivation: Fluctuating motivation, difficulty maintaining long-term goals
Disciplinary problems: Can negatively affect the workplace atmosphere and team morale, leading to a decrease in productivity over time
COMMUNICATION SKILL BY CATEGORIES
Participants' reading comprehension is average or above, but not outstanding. In verbal expression, 69% fall below the minimum required level.
RISKS OF WEAK VERBAL EXPRESSION
Communication difficulties: Misunderstandings and errors
Career barriers: Fewer promotion opportunities
Low self-esteem: Reduced self-confidence
Conflicts: More frequent workplace disputes
Safety risks: Increased accident danger
Teamwork obstacles: Reduced productivity and quality
Stress and frustration: Deteriorating workplace atmosphere
Training deficiencies: Limited professional development
EXPERIENCES AND OBSERVATIONS/b>
STRENGTHS
Openness and acceptance:
The company's positive attitude towards various identities promotes an inclusive workplace culture
Well-established practices:
Efficient routines and procedures developed over the years
Positive feedback:
Most employees are satisfied, reflecting long-term loyalty
Cleanliness and discipline:
The company's pursuit of cleanliness and discipline shows a favorable corporate culture
Kind and attentive employees:
People are kind and crave good words, attention, which strengthens the workplace community
Valuable employees:
Feedback has revealed several undiscovered talents within the workforce
MEASUREMENT EXPERIENCES
Warm reception: The hosts' friendly and helpful attitude provided a positive start.
Smooth administration: Quick and efficient entry minimised delays.
Prepared workspace: Proper preparation of the site facilitated the start of work.
Helpful support: The provision of necessary tools and a helpful attitude eased the work.
Quick IT support: The IT professionals' quick and efficient work ensured the smooth technical conditions.
Effective collaboration: New teams worked together organised and efficiently.
Disciplined participants: Participants arrived on time, were attentive and disciplined.
Quick problem resolution: Any issues were resolved quickly and efficiently.
Atmosphere change: The distancing experienced on the third occasion negatively influenced the mood.
Variable cooperation: While organisation and cooperation remained effective, harmony deteriorated.
Communication deficiencies: The reason for distancing was unclear, indicating a communication deficiency.
SUMMARY OF MEASUREMENT EXPERIENCES
Strengths contributed to success, but tensions during the third occasion highlighted the need for improving communication and team spirit. Handling problems is essential for enhancing the efficiency of future collaborations.
FEEDBACK EXPERIENCES
Satisfaction with the assessment: Participants were generally satisfied with the PractiWork® ability assessment.
Positive feedback: Feedbacks largely aligned with participants' self-assessment.
Reinforcement: They appreciated the reinforcement in areas they are good at.
Opportunities for development: They welcomed suggestions for development opportunities.
Positive encouragement: They found knowing their results useful, providing positive encouragement.
Commitment: A significant part of the participants received reinforcement about their capabilities in areas they know and want to develop.
Missing positive reinforcement: Employees do not receive enough positive reinforcement in areas they excel.
Lack of development conversations: There are no regular discussions about potential development opportunities.
Lack of recognition: Regular recognition for good performance is missing.
SUMMARY OF SKILL ASSESSMENTS AND EXPERIENCES
Retention of talents - Specific measures to retain talents are missing or unknown
Communication of corporate values - The company's value system and objectives are unclear
Development of leadership skills - Leadership skills are lacking, often clashing with managerial views
Innovation willingness - Fear of changes and attachment to usual things are characteristic
Use of interactive tools - Reservations against introducing interactive systems
Job descriptions - They do not contain their actual tasks and responsibilities
Strategic planning - Well-developed, long-term strategies are unknown for employees
Relationship between departments - Lack of effective communication and cooperation.
Lack of internal communication - Hinders information flow and efficient work performance.
Lack of feedback - Regular feedback is missing at the company level, causing dissatisfaction and hindering development.
Lack of consistency - Questionable distribution of benefits between foreign and Hungarian employees within the company.
Optimisation of processes - Internal processes could be optimised, and team formations should be actively managed.
Organisational structure - The organisational structure is often unclear, lacking harmony among area managers, complicating cooperation.
SUGGESTIONS
Talent retention programs
Development: Introduce mentor programs, career planning paths, and competitive benefits.
Measure: Conduct regular satisfaction surveys and exit interviews to identify retention issues.
Communication of corporate values
Development: Develop clear and well-communicated strategies focused on corporate values.
Measure: Organise regular internal communication campaigns and value-oriented training sessions.
Leadership trainings
Development: Organise leadership training focused on effective communication, conflict management, and team leadership.
Measure: Individual coaching and mentoring for leaders, introducing regular feedback processes.
Change management programs
Development: Develop change management programs and communication strategies.
Measure: Step-by-step introduction of new systems and support for employees in adapting to these.
Introduction of digital tools
Development: Gradual introduction of new digital tools and educating employees.
Measure: Gradual introduction, user training, and organising feedback rounds.
Job descriptions
Development: Prepare standardised job descriptions for every position.
Action: Regular review and update to ensure descriptions are current and clear.
Strategic planning
Development: Develop detailed and long-term strategies that align with company goals.
Measure: Regularly review and update strategic plans, communicate objectives.

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