Development of individual performances is of great importance in order to improve company’s results. All companies know it and many invest time and resources in complex appraisal performance processes and intensive training plans.
But many companies do not know which skills really “bring” the results. What are the risks?
The training activities follow historical and standardized models, but then they do not bring the desired results.
The competences models are not always consistent with the company’s strategic objectives.
It is not possible to calculate the “ROI of training”.
Talents are not always placed where they would produce the best results.
Vantic integrates with strategic analysis and company performance management evaluating the skills of the people (managers or collaborators) who have to perform them daily, through a specific analysis process.
Identification of the most important business objectives for the organization – for example: acquisition of new clients.
Key Performance Indicator or “business driver” analysis, that is the fundamental results to reach the strategic objectives – for example: improvement in the percentage of success with theopening of new negotiations.
Definition of the Key Success Factors, which means actions that have a fundamental impact on the KPIs – for example: better qualification of the name in the prospecting list.
Evaluation of the coherence between strategy and existing skills model.
Statistical correlation analysis between employee performance and performance indicators, such as customer satisfaction, financial performance or other operational measures, through articulated and reliable statistical systems, which means a clear indication of the skills that explain those results.
Development of performance improvement plans through training, coaching, organizational strategies.
Choralia Vantic’s method of correlating performance between collaborators and performance indicators occurs through statistical systems such as multiple regression. The analysis includes 3 types of indicators:
The type of correlation, positive, indifferent or negative, defined with the correlation index.
The modality of the correlation, between competences and results, through the mathematical model obtained.
The strength of the correlation, in other words how much a competence or a set of skills determines the result, defined with the index of determination. The results may typically present a high or low correlation scenario.
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