What we do
Brand health check:
We help you determine how compelling and inclusive your brand is, and what differentiates you.
We reframe how you can position your employment value proposition to become a talent magnet.
We use a human-centric design to reimagine the worker’s experience.
We reframe how your organization is experienced by the current, future, and past workforce.
We help you quantify the success and impact of your people strategy.
We reframe how you discuss with the business the value of your workforce.
We empower the development of effective and sustainable workplace experiences through the use of science, human-centered design, technology, people analytics, and future-thinking. We help you to unleash your team’s and organization’s super-powers.
We help you understand the impact of demographic, digital and future-of-work trends on your business.
We reframe how you think about your workforce, workplace, and the work you do.
We help you adapt HR’s services and organization to support your People Strategy and be a trendsetting HR.
We reframe cultural traits and behaviors and activate change across the organization.
Digital road map:
We help you build a strategy for technical and analytical solutions to enable great workplace experience.
We reframe HR’s reputation as a leader driving the digital transformation.
Examples of our work
Challenge: A large international bank was unable to see the impact on innovation despite considerable investments in training and communication.
Approach: The exploration showed that leaders had an implicit, unconscious association that being a leader means to be very detail-oriented and in control. This prevented them from observing, allowing, and encouraging the teams to be more creative and collaborative.
Results: Instead of focusing on changing the training, the organization is now focused on small behavior hacks role modeled by the management team to reduce the bias towards details.
Challenge: The HR function of a large retail company was struggling to gain credibility across the organization. This was undermining the prioritization and execution of many HR tasks and projects, which in turn further affected its’ reputation.
Approach: A review showed that one of the main reasons were related to the tension HR professionals felt between being perceived as warm and primarily focused on supporting people, or be perceived as competent and make tough decisions as a business person.
Results: instead of changing the structure of HR, the team focused on developing a clear understanding of how HR could integrate both aspects (be warm and competent) into their processes, how to communicate that clearly to the organization, and how to develop the analytical skills to bring facts and evidence that showed their business acumen
Financial services firm
Challenge: People analytics team had a mixed reputation of providing low-quality insights that were diverging from the similar data maintained by financial systems.
Approach: The examination revealed that the formulas used to calculate indicators, the upstream processes that generate the data, and the timing of when the data was extracted, were the culprit.
Results: By changing the upstream process flow to capture the data correctly increased the quality of the data. The timing of data extract was changed to daily (vs monthly) which increased the timeliness and accuracy of the information. The data governance and quality assurance processes were implemented that elevated the quality of the data. Lastly, the ownership of the workforce data was transferred to the People Analytics team which created a single trusted source of insights related to the workforce.