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For whom?

For whom is HR Navigator?

HR Navigator is intended for businesses (in any industry) that are asking themselves about HR practices: how to assess the state of their practices, their effectiveness, and how these are perceived by different actors? How to evaluate the effects of policies on activity, team motivation, and on the internal and external image of the company? What aspects of the company’s policy should be focused on to improve the situation?

 

Under what circumstances might one use the HR Navigator solution?

Case A:  Performance Diagnostics

A company already has indicators, mainly quantitative, for monitoring HR activities. Although relevant and useful, these indicators leave many aspects in the dark. The company wishes to closely examine the reality of its practices and to conduct a detailed study, to better assess its HR policy. In such a case, HR Navigator brings a qualitative dimension that quantitative indicators fail to grasp. Combined with the existing Key Performance Indicators (KPIs), HR Navigator gives the company a complete view of its practices, and provides a powerful tool for steering HR policies.

 

Case B Organizational Transformations

A company is undergoing organizational changes (merger/restructuring of activities, external acquisition, changes in management or HR management …), which may impact social equilibria and HR strategy. This is an opportunity for the company to “overhaul” existing practices, so as to identify stressors, to correct malfunctions, to redefine the stakes, to better align practice and strategy, and more generally, to secure and to succeed in change.

 

Case C:  Internal Benchmarks

A company’s activities are organized into business units, institutions and/or separate structures, which differ in their HR practices and performance.
HR Navigator enables a comparative approach to survey results, entity-by-entity and with reference to overall results. It can identify best practices and help refocus means and efforts on the basis of observed discrepancies. Ultimately, it allows a better integration of HR policies within the company.

 

Case D:  Internal or External Communication

Beyond the benefits of a thorough inventory of HR practices, a company wishes to highlight strengths and differentiating elements of its policy. It aims to do this internally, so as to strengthen organizational cohesion and employee motivation, but also with regard to various external audiences (candidates, customers, shareholders…), to enhance its strengths and improve its image. The results produced by HR Navigator are the raw material for an effective communication strategy.