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ORGANIZATIONS
Words and thoughts from those who have already used Time to Mind
Samuele Lombardini
COO – Board member
Organization: Plastex SA
Employees: PMI – 10-50
Sector :plastics processing
(Switzerland)
Today we find ourselves in the era of “continuous change” and for this reason being able to measure the knowledge (hard skills) but above all the skills (soft skills) of its employees becomes essential for business success. All this becomes even more important when facing a generational change, where the incoming generation has the duty to build and lead a team to support the future of the company.
The project with “Time to Mind” supported Plastex precisely in this objective: first of all allowing to identify the abilities of its employees through personalized online Assessments, and then focusing on those strategic skills such as “Problem solving”, “Determination” and ” Initiative “for which there was a need to deepen and improve. Thanks to the various statistics processed on the basis of the online Assessments, the company’s management was able to organize in-depth sessions and therefore to direct its employees to growth and development paths; all this has generated a strong degree of participation and therefore a sense of belonging to an innovative and dynamic project for the future of the company. As a last and no less important result, the company has reduced the high degree of corporate turnover and has been able to identify organizational gaps that have led to the hiring of key figures within the staff.
Loris Cereda
Directeur du développement commercial
Organization: Refarmed Chemicals Ltd
Employees: PMI – 10-50
Sector: pharmaceutical
(Switzerland)
Refarmed Chemicals Ltd – One of the paradoxes that I have come to after 40 years of working is that it is better to be an idiot who knows he is, rather than a genius who believes he is an idiot.
Awareness of one’s skills and role in an organization is a value in itself, regardless of how relevant these skills are.
Self-knowledge / awareness; the rest is child’s play.
The method of analysis proposed by the Time to Mind online assessment has the unique feature of not ruining the intimacy between the examiner (me) and the examiner (always me). The vortex of questions and answers depersonalizes you and manages to exclude your ego from the analysis that your mind is operating on YOUR way of working.
In the end, you will read a report on which you will look for some justification, you will try to defend yourself a little, you will recall some “generic mitigating circumstances”; maybe the light was out of focus, but, you know it too, your smile, admit it, can become more captivating.
Here is the lock: we have improved the level of knowledge of our professional capacity. This in itself is an absolute, enormous value. Do we now want to leverage the points that can be improved?
Well, here it depends on many variables such as:
– are they in an organization that favors growth processes?
– am I in a phase of my life for which professional growth is a priority?
But, as they say, the important thing is not the destination, the important thing is the journey, and that of “Time to Mind” is worth the price of the ticket.
Guido Pelissero
CIO e HR Manager
Organization: ViViBanca SpA
Employees: PMI – 100-150
Sector: bank
(Italy)
The online assessment project of the soft skills of ViViBanca staff (from new hires to the managers of the various company functions) has made it possible to introduce a new” training “tool which, leaving the typical binary of teacher / learner duality, has colleagues at the center of a self-training session.
Having already used Time to Mind, as a support to the selection process, the idea was born of identifying the strengths and areas for improvement of the Bank – in terms of soft skills – through a general assessment of all Group resources. to follow up on targeted follow-ups.
In particular, the use of four customized online Assessment profiles of the Time to Mind platform allowed us:
– to carry out a detailed analysis focusing on the individual resource and the individual capacity, understanding the goodness of the overall picture and allowing us to identify overall areas that are not consistent with the vision of our institute;
– to have a third, non-self-referential vision of the corporate culture which, despite being a success factor of the Bank, if not perceived and governed, can evolve into a series of barriers towards resources with different skills than the dominant ones;
– or have a system that is easy to apply and administer. Given the large number of projects to manage, having a “plug and play” solution that is easy to use and read for fast project management has certainly been one of Time to Mind’s assets.
Operating in a highly competitive context, such as the financial one, knowing how to develop and maintain Human Assets is a primary objective of our Bank.
This is why we decided to change the paradigm of our approach: using an analogy rather than continuing to invest only in seeds, we asked ourselves about the characteristics of the field on which we want to sow.
This is why we are looking for paths and tools that allow us to better understand and evaluate the characteristics of our resources in order to better measure and direct future training interventions, certain that in this way we will be able to reap better results”.
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