Vadequa: a program for measuring and managing corporate culture
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Vadequa: a program for measuring and managing corporate culture

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Presenting the VADEQUA Solution ...

Presenting the VADEQUA Solution
A program for measuring and managing corporate culture

SUBJECT AREAS

Driving change
Vadequa can be used within the framework of driving business change: to help the culture develop, or to change management methods.

Mergers & Acquisitions
Vadequa can be used during mergers, acquisitions or business disposal operations in order to maximize the chances of success.

Recruitment
Vadequa can be used for the recruitment and integration of high performers into the business as well as for managing internal mobility.

Others
Vadqua can be used for other issues: commitment, loyalty development, psychosocial risks, reassignment, subsidiary and franchise development.

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Vadequa: a program for measuring and managing corporate culture Vadequa: a program for measuring and managing corporate culture Presentation Transcript

  • Presenting the VADEQUA Solution A program for measuring and managing corporate culture
  • LET'S TALK CULTURE WWW.VADEQUA.COM 2 Culture refers the set of formal and informal factors that enable the analysis of a business's operation, and which escape the compulsory. There is the visible: dress codes, colours, etc…. And the invisible: beliefs, portrayals, and values. A culture is not set. It is a result, a permanent construction that each person's influence helped to make. How are things going with you? A simple definition A dynamic culture We can summarise culture as: "The way things are done and experienced within a business."
  • THE STAKES OF CORPORATE CULTURE WWW.VADEQUA.COM 3 Some key numbers A well aligned culture allows your business to be more successful. It is for this reason that we are developing tools to stimulate the performance of businesses by measuring, managing and monitoring their cultures and values. Sources : The Hay Group, Engaged Employees Boost Performance, 2001. James Heskett & John Kotter, Corporate Culture and Performance, 1992. The Kelly Global Index (KGWI), Acquisition and retention in the war for talent, 2012. Boston Consulting Group, Realizing the Value of People Management, 2012. Leadership IQ, Why New Hires Fail, 2005. Ross Blake, Retention Associates, 2007, Michael Page, Global RH, 2013. Mercer : La culture et la gestion du changement dans les fusions acquisitions, 2013. MAKE CORPORATE CULTURE YOUR DRIVING FORCE IN GROWTH Businesses with a strong culture shared by employees perform 6X better. 89% of recruiting failures are not related to skills. For 67% of businesses, culture is a current and important issue. Employees that share the corporate culture are more committed and are 48% more productive. Corporate culture is the #1 factor that candidates take into account when choosing a company. During mergers and acquisitions, the change in corporate culture is the main obstacle recorded in more than 85% of failures. 6x 48%
  • SUBJECT AREAS WWW.VADEQUA.COM 4 Vadequa can be used within the framework of driving business change: to help the culture develop, or to change management methods. Vadequa can be used during mergers, acquisitions or business disposal operations in order to maximize the chances of success. Vadequa can be used for the recruitment and integration of high performers into the business as well as for managing internal mobility. Vadqua can be used for other issues: commitment, loyalty development, psychosocial risks, reassignment, subsidiary and franchise development. Driving change Mergers & Acquisitions Recruitment Others Where we step in
  • Presentation CORPORATE CULTURE AUDIT WWW.VADEQUA.COM 5
  • WWW.VADEQUA.COM 6 An anonymous questionnaire on culture and values intended for the company's employees. Online software (SaaS). No installation required. Seamless updates. Automatic back-ups. An analysis of the data and a detailed report written by experts in organisational culture. CORPORATE CULTURE AUDITAn ingenious system for determining corporate culture. Sample diagram
  • CULTURE AUDIT TIMELINE WWW.VADEQUA.COM 7 The various steps in the process 1 week Configuration of Vadequa and set-up of the questionnaire. Data is collected from the businesses using the questionnaire. Data processing and results analysed by Vadequa experts. Creation of a personalised written report and recommendations. 2 to 3 weeks 2 weeks 1 week Overall duration Between 6 and 7 weeks Data collection This is the only step with a variable timeline.
  • CASE STUDY OF ONE OF OUR CLIENTS Within the context of change management for a large banking group WWW.VADEQUA.COM 8 For a better understanding For an adaptive approach + A clear report + A detailed assessment To compare and contrast + Differential analyses For efficient action + Recommendations
  • CASE STUDY IN DETAIL WWW.VADEQUA.COM 9 Within the context of change management for a large banking group Context This banking group wanted to change the group culture in one of the European Union countries where they operate. They also wanted to change their management methods and see if their current managers shared the same vision and values. Method used An audit of all managers through the use of the Vadequa solution (culture, values, etc.). Once this assessment was completed, an on-site consultant, partnered with Vadequa, assisted this business over the course of 6 months in order to put in place Vadequa's recommendations (coaching, training). A final audit must be undertaken. Reasons for success The Vadequa assessment enables a scientific and objective point of view of the culture of a business to be obtained. If a change in culture is desired, it is important to know how to measure it at the start and at the end in order to determine if the approach taken has worked. Results The Vadequa assessment was able to precisely determine the different cultural issues within this group. The consultancy was thus able to begin it's coaching and training in accordance with these results in order to respond effectively to the problems discovered. An accompanying final assessment is expected shortly in order to measure the progress made.
  • Presentation MEASURING CULTURAL FIT WWW.VADEQUA.COM 10
  • WWW.VADEQUA.COM 11 Evaluation of values, culture, personality and motivations. Online questionnaire (20 min) Detailed report on the candidate and his or her possible integration into the business. MEASURING CULTURAL FIT An ingenious system Sample diagram
  • VALUES WITHIN THE CULTURE WWW.VADEQUA.COM 12 VALUES The Edgar Schein Model (2004) ARTEFACTS VADEQUA Solution BELIEFS
  • CULTURE AND PERFORMANCE WWW.VADEQUA.COM 13 Key values 3 2 Motivation SatisfactionWell-being at work Intentions of an action Psychological Health Loyalty Development Heighten Performance Every person has his or her own unique system of values. Directly related to emotions, it represents a very real driving force behind behaviour. Improving social quality A person always wants to be in compliance with their values. Their level of harmony with their environment will lead to a state of psychological contentment or suffering. Responding to managerial concerns Within a culture, values are the meeting point between the business and its members. They encourage the human dimension in the heart of management. Balancing values 1
  • INDIVIDUAL/BUSINESS BALANCE WWW.VADEQUA.COM 14 The corporate culture model we use is based on Quinn's competing values. It is the most frequently used model throughout the world because it is the most scientifically tested. Through culture The system of values used by Vadequa is based on the work of S.H. Schwartz, who is considered an expert in the field. The personality model used is based on the Big Five, also known as OCEAN. It is the most pertinent model and the most recognised among the international scientific community. It identifies the specific behaviours of people using 5 major and universal personality traits: Openness to experience, Conscientiousness, Extroversion, Agreeableness, and Neuroticism. Through values Through personality How to predict it? CBA
  • CORPORATE CULTURE WWW.VADEQUA.COM 15 The set of shared assumptions and beliefs that the group has learned gradually as it solved its external adaptation and internal integration problems, which worked sufficiently well for it to be considered valid, and, consequently, is taught to new members as the appropriate way to perceive, to think and to feel with regards to these problems. Definition of Corporate Culture The Kim Cameron and Robert Quinn theory of competing values (1989) Definition and Model Definition ModelDescription Model Description •Describes organisational dilemmas •Two dimensions related to efficiency
  • VALUES WWW.VADEQUA.COM 16 These are the life goals of an individual, which reflect what is important to him or her. Values are often seen as the result of one's experience and are relatively stable over time. Definition of values The Shalom Schwartz theory of universal values (1987) Definition and Model Model Description •10 basic values •Universal Definition ModelDescription
  • PERSONALITY WWW.VADEQUA.COM 17 The set of emotions, attitudes, and behavioural customs belonging to one person. Definition of personality The Lewis Golberg Big Five (OCEAN) personality theory (1990) Definition and Model Model Description •Modelled on traits •Stable over the course of adulthood •Replicated in a wide variety of countries •Obtained independently •Empirically established using factorial analysis of dictionary words Definition ModelDescription
  • MOTIVATION WWW.VADEQUA.COM 18 Motivation is the set of factors determining the actions and behaviour of an individual in order to reach a goal or to undertake an activity. Definition of Motivation The Deci and Ryan self- determination theory (1991) Definition and Model Model Description •Based on 3 basic needs: •The need for independence •The need for competence •The need for social belonging •5 intrinsic motivations •5 extrinsic motivations Definition ModelDescription
  • 19WWW.VADEQUA.COM A company proud of its culture and its values VADEQUA Value and Harmony
  • VADEQUA WWW.VADEQUA.COM 20 An innovative start-up that's shaking up human resources An HR solution by the same name is being developed by the Vadequa firm. This solution will allow companies to measure and manage their corporate culture. “ If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.” Edgar Schein, professor MIT Sloan School of Management. + Pioneer in culture Since 2010 3 years of R&D 50+ clients 200+ users 15,000+ tests completed Collaboration with two research labs A supported and award- winning technology A team of experts R&D Award-winner in the Oseo competition, the Talents competition, the Treveri Market competition, and the Coup de Pousse competition. A multidisciplinary team looking to innovation INNOVATION EXPERTISE Epsylon: laboratory of workplace and organisation psychology. LGI2P : laboratory of mathematics and statistics.
  • WWW.VADEQUA.COM 21 We are unique in Europe Vadequa is the only European software solution for culture issues. We are culture experts Vadequa is a specialised program for measuring and managing corporate culture. We are scientific Vadequa is based on methodology, analyses, and tests developed by researchers in psychology and statistics. OUR ADDED VALUE A unique and innovative software approach Pioneer and Leader since 2010
  • A RECOGNIZED TECHNOLOGY Innovation and reliability WWW.VADEQUA.COM 22 Vadequa is an award-winner of the Oseo and Ministry of Research competition for the creation of an innovative business. Vadequa is a Talents competition award-winner, in the innovation and technology category. Oséo 2012 Winner Talents 2012 Winner Vadequa won an award from Treveri Market, in their international competition for start-ups. Treveri Market 2013 Winner Vadequa is a Coup de pousse award-winner in the Equal Opportunities category Coup de pousse 2013 Winner
  • A TEAM OF EXPERTS Looking to innovation WWW.VADEQUA.COM 23 Master Miage Experienced as an engineer for start-ups Telecom Engineer Experienced as an engineer for large groups + Arnaud Knobloch CEO, Co-Founder + Martin Delemotte CTO, Co-Founder MBA, EDHEC, Ensic Engineer International sales manager experience. + Arnaud Cousseau Executive Sales Manager DESS Finance Corporate director experience + Laurent Cardot Board
  • 24 Contact Us Vadequa Cap Oméga Rond-point Benjamin Franklin 34960 Montpellier, France Phone: +33 980 800 902 Email: contact@vadequa.com