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Simon
PENNY
The Multiple Models
Core Needs and Values—
the Characteristics that Drive
Our Behaviors
How We
Influence Others and
Define Relationships
16 type patterns based
on integration of self-
discovery
Temperament Patterns
Interaction Styles
1
Best-fit Type
La GPEC
Négocier la
mise en place
de la stratégie
européenne
Déterminer
les écarts entre
notre capital
humain
d’aujourd’hui et
celui dont on
aura besoin
demain
Construction
d’une offre de
formation à la
fois collective
et individuelle
Construire un
parcours de
professionnalisation
permettant chaque
salarié d’entretenir
son employabilité
Augmenter la valeur
intangible de
l ’entreprise en
développant les
compétences
Individuelles des
salarié
Stratégie
clairement
expliquée aux
représentants
du personnel
Vision
&
Strategy
CUSTOMER
“To achieve
our vision, how
should we
appear to our
customers?”
Objectives Measures Targets Initiatives
FINANCIAL
“To succeed
financially,
how should we
appear to our
shareholders?”
Objectives Measures Targets Initiatives
INTERNAL BUSINESS PROCESSES
“To satisfy our
shareholders
and customers,
what business
processes must
we excel at?”
Objectives Measures Targets Initiatives
INNOVATION AND LEARNING
“To achieve
our vision, how
will we sustain
our ability to
change and
improve?”
Objectives Measures Targets Initiatives
Strategic
Objectives:
What the
strategy is
trying to
achieve.
Measures:
How success
or failure
(performance)
against
objectives is
monitored.
Targets:
The stated
level of
performance
or rate of
improvement
desired
Initiatives:
Breakthrough
action
programs
initiated to
achieve
targets
NPS
Management
de la Performance
Hertz Improvement
Processus
Balanced
Scorecard
The Balanced Scorecard & Hertz
Storytelling!
HOW?
Talent Management
Business
Strategy
Business Results
Performance & career
• Achievement / reward
• Feedback culture
• Cascade objectives
Competency management architecture – Hertz France
Succession
& potentials
• Assess gaps
• Mobility across organisation
Gestion Prévisionnelle des Emplois et
Compétences - GPEC
MeasureAnticipate
Organizational Learning
& Development
Our Mission
Our Vision
Our Values
Strategic initiative
Balanced
scorecards
Selection
& recrutement
• Core competency
• attract & retain talent
Guide
Four Temperament Patterns
Improviser
Stabilizer
Theorist
Catalyst
Core needs :
Meaning &
Significance
Unique Identity
Talent: Diplomacy
Core needs :
Knowledge &
Competence
Mastery
Talent: Strategy
Core needs :
Free to act…Now!
Ability to make
an impact
Talent: Tactics
Core needs :
Responsibility &
Duty
Membership
Talent: Logistics
Integration of Self Discovery Models
The 16 Type Patterns
Foreseer
Developer
Directing Informing Directing InformingRespondingRespondingInitiatingInitiating
AFFILIATIVEPRAGMATIC ABSTRACT CONCRETE
Chart-the- Course
Chart-the-Course
Chart-the- Course
Chart-the- Course Behind-the- Scenes
Behind-the- Scenes
Behind-the-Scenes
Behind-the- Scenes
In-Charge
In-Charge In-Charge
In-Charge
Get-Things- Going Get-Things- Going
Get-Things- Going Get-Things Going
Harmonizer
Clarifier
Planner
Inspector
Protector
Supporter
Envisioner
Mentor
Discoverer
Advocate
Implementor
Supervisor
Facitlitator
Caretaker
Conceptualizer
Director
Designer
Theorizer
Analyzer
Operator
Composer
Producer
Strategist
Mobiliser
Explorer
Inventor
Promoter
Executor
Motivator
Presenter
Integration of Self Discovery Models
The 16 Type Patterns
ISFJISTJ
ENFJ ESFJESTJENFP
INTJ ISFPISTPINTP
ENTJ ESFPESTPENTP
Directing Informing Directing InformingRespondingRespondingInitiatingInitiating
AFFILIATIVEPRAGMATIC ABSTRACT CONCRETE
Chart-the- Course
Chart-the-Course
Chart-the- Course
Chart-the- Course Behind-the- Scenes
Behind-the- Scenes
Behind-the-Scenes
Behind-the- Scenes
In-Charge
In-Charge In-Charge
In-Charge
Get-Things-
Going
Get-Things-
Going
Get-Things-
Going
Get-Things
Going
Using the MBTI Type Tool in Corporate Stroytelling
Using the MBTI Type Tool in Corporate Stroytelling
Using the MBTI Type Tool in Corporate Stroytelling
Using the MBTI Type Tool in Corporate Stroytelling
Using the MBTI Type Tool in Corporate Stroytelling
Using the MBTI Type Tool in Corporate Stroytelling
Using the MBTI Type Tool in Corporate Stroytelling
Using the MBTI Type Tool in Corporate Stroytelling

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Using the MBTI Type Tool in Corporate Stroytelling

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  • 16. The Multiple Models Core Needs and Values— the Characteristics that Drive Our Behaviors How We Influence Others and Define Relationships 16 type patterns based on integration of self- discovery Temperament Patterns Interaction Styles 1 Best-fit Type
  • 17.
  • 18. La GPEC Négocier la mise en place de la stratégie européenne Déterminer les écarts entre notre capital humain d’aujourd’hui et celui dont on aura besoin demain Construction d’une offre de formation à la fois collective et individuelle Construire un parcours de professionnalisation permettant chaque salarié d’entretenir son employabilité Augmenter la valeur intangible de l ’entreprise en développant les compétences Individuelles des salarié Stratégie clairement expliquée aux représentants du personnel
  • 19.
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  • 21.
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  • 23. Vision & Strategy CUSTOMER “To achieve our vision, how should we appear to our customers?” Objectives Measures Targets Initiatives FINANCIAL “To succeed financially, how should we appear to our shareholders?” Objectives Measures Targets Initiatives INTERNAL BUSINESS PROCESSES “To satisfy our shareholders and customers, what business processes must we excel at?” Objectives Measures Targets Initiatives INNOVATION AND LEARNING “To achieve our vision, how will we sustain our ability to change and improve?” Objectives Measures Targets Initiatives Strategic Objectives: What the strategy is trying to achieve. Measures: How success or failure (performance) against objectives is monitored. Targets: The stated level of performance or rate of improvement desired Initiatives: Breakthrough action programs initiated to achieve targets NPS Management de la Performance Hertz Improvement Processus Balanced Scorecard The Balanced Scorecard & Hertz
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  • 118. Talent Management Business Strategy Business Results Performance & career • Achievement / reward • Feedback culture • Cascade objectives Competency management architecture – Hertz France Succession & potentials • Assess gaps • Mobility across organisation Gestion Prévisionnelle des Emplois et Compétences - GPEC MeasureAnticipate Organizational Learning & Development Our Mission Our Vision Our Values Strategic initiative Balanced scorecards Selection & recrutement • Core competency • attract & retain talent Guide
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  • 130. Four Temperament Patterns Improviser Stabilizer Theorist Catalyst Core needs : Meaning & Significance Unique Identity Talent: Diplomacy Core needs : Knowledge & Competence Mastery Talent: Strategy Core needs : Free to act…Now! Ability to make an impact Talent: Tactics Core needs : Responsibility & Duty Membership Talent: Logistics
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  • 172. Integration of Self Discovery Models The 16 Type Patterns Foreseer Developer Directing Informing Directing InformingRespondingRespondingInitiatingInitiating AFFILIATIVEPRAGMATIC ABSTRACT CONCRETE Chart-the- Course Chart-the-Course Chart-the- Course Chart-the- Course Behind-the- Scenes Behind-the- Scenes Behind-the-Scenes Behind-the- Scenes In-Charge In-Charge In-Charge In-Charge Get-Things- Going Get-Things- Going Get-Things- Going Get-Things Going Harmonizer Clarifier Planner Inspector Protector Supporter Envisioner Mentor Discoverer Advocate Implementor Supervisor Facitlitator Caretaker Conceptualizer Director Designer Theorizer Analyzer Operator Composer Producer Strategist Mobiliser Explorer Inventor Promoter Executor Motivator Presenter
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  • 194. Integration of Self Discovery Models The 16 Type Patterns ISFJISTJ ENFJ ESFJESTJENFP INTJ ISFPISTPINTP ENTJ ESFPESTPENTP Directing Informing Directing InformingRespondingRespondingInitiatingInitiating AFFILIATIVEPRAGMATIC ABSTRACT CONCRETE Chart-the- Course Chart-the-Course Chart-the- Course Chart-the- Course Behind-the- Scenes Behind-the- Scenes Behind-the-Scenes Behind-the- Scenes In-Charge In-Charge In-Charge In-Charge Get-Things- Going Get-Things- Going Get-Things- Going Get-Things Going