Products: Organizational Development Platforms

Service and Management Models
Manual Processing
Assessment of Professionals
Diagnostics in Human Resources
Certification, Auditing and Monitoring
R&S and C&B Systems

Service and Management Models

Way of Servicing
The Way of Servicing platform defines, from an analysis of the positioning and value proposition of the company, the pillar and drivers of the company’s service, creating a pattern to be reproduced. To ensure the applicability of these pillars and drivers, the program translates the desired attitudes into specific expected behaviors that are trained in the classroom and then reinforced by the action of the leaders.

T&D
Way of Servicing
1.    Alignment meeting – Company’s value proposition
2.    Workshop – strategic alignment 
3.    From the alignment between the company values and GS&MD the Service Pillars are created
4.    Knowledge - After defining the Pillars, there is the detailing of their meaning
5.    From this clarification, Orientations and Specific Behaviors are listed to ensure the employees’ appropriation and the application of the Pillars into work

• Definition of the customer service pillars and drivers, based on the service model and value proposition of the company;
• Development of the list of specific behaviors that translate the service pillars and drivers, reinforcing the sales techniques, the positioning and the values of the company;
• Development of customized training module to train sales and managers teams that are structured in the comprehensive client service system;
• Promotion of dynamic and interactive training, which holds the employees’ attention, promotes retention of concepts and encourages commitment.

Way of Managing
The Way of Managing aims to build with the client the company’s management model, developing a pattern to be replicated by the internal leadership that reinforces what the company expects from its professionals and teams. Once the model is defined, the manager should be guided to behaviors and continuously receive guidance, reinforcement, feedback and challenges. The spread aims the acculturation, the expansion of the systemic vision and the adaptation of these leaders.

• Alignment  between the company’s desired management model and the managers’ behavior from a joint analysis of the positioning and values;
• Guidance to managers in dealing with teams and clients, promoting actions that are aligned with the organizational culture, the results and the positioning;
• Promotion of the “Pillars Culture” practice through the developed Management Model;
• Managers’ support for the Management Model, focusing on four dimensions: processes, people, result and market vision.

Manual Processing
Development of physical and virtual materials of service procedures, with support and guidance to behaviors and scenarios that are expected in customer relationship and sales.

• Mapping of processes and expectations for conducting services according to segmented audiences;
• Strategic partnerships with executives, producers and insiders in the business segment;
• Customized structuring of manuals.

Assessment of Professionals
Assessment of Professionals tools and actions in four different dimensions:

1.    Training Module: Reaction

• Evaluates the perception of quality immediately after its application

2.    Training Module: Retention

• Evaluates the effectiveness (impact) of the training module
• Monthly analysis of real indicators

3.    Participant: Retention

• Evaluates the training’s formal content (information)
• It is filled in by the participant within ten days after the training
• Involves certification process

4.    Participant: Leader

• Evaluates the leader’s perception of effectiveness
• It is filled in by the leader 30 to 60 days after the training

Diagnostics in Human Resources
Methodology of collection and analysis of systems that make up the reality of human resources in companies: Recruitment and Selection; Compensation and Benefits; Training and Development; Performance Assessment; Career; and Structuring of Personnel, with development of action plans to structure / improve these systems.

• Methodology of understanding in the form of immersion
• Setting action targets according to priorities of change
• Support to the analysis of the reality as support to format projects

Certification, Auditing and Monitoring
1.    Certification Programs

• Shared restructuring of the criteria for business relationship from the strategic positioning and the client’s vision of future;
• Criteria and benefits established by the brand and disclosed as formalization of the relationship with partners.

2.    Audit Programs

• Performance in cycles, with groups of auditors (investigation, analysis, qualification and classification);
• Development of database of information and specific guidelines to improve the evaluated conditions (consulting);
• Development of books / evaluation reports (individual, group and general) with audit results.

3.    Telemetry

• Customized online guidance of promoters and salespeople’s performances from indicators;
• Development of indicators and script and call plans;
• Orientation contacts and individual follow-up;
• Continuous follow-up of indicators.

 
R&S and R&B Systems

1.    Recruitment & Selection
Innovation in recruitment and selection actions.

• Reformulation of profile of employees from the business strategies;
• Implementation of recruitment actions with strategic partners (development of alternatives according to the business’ challenges) – co-management.

2.    Compensation & Benefits
Development of compensation strategies in retail focused on performance appreciation and teamwork.

• Mapping of remuneration conditions and identification of benchmarks in the market;
• Joint development of guidelines for new compensation system;
• Implementation and monitoring of the system with the client.