The aim is to stimulate the development of the Organizational Knowledge and the change of employee’s behavior. Through daily reflection exercises focused on the perception of behavior and/or performance indicators, employees will be able to identify their strengths and weaknesses, as well as what has to be improved.
The results generated by the methodology are measured and analyzed in groups, which will make the following benefits possible, among others:
The aim is to evaluate specific audience’s evaluation, such as employees, external or internal clients in relation to a specific department, store or company. This evaluation uses image indicators previously chosen, which analysis will provide the following benefits, among other:
Additionally, depending on the objectives of the evaluation, the survey can be performed in a way that questions work, simultaneously, to inform the target audience and relevant issues to the evaluation.
The aim is to evaluate clients’ perception about their shopping experience in a particular store or in a group of stores through previously chosen indicators, which analysis will provide the following benefits, among others:
Additionally, it is possible to compare clients’ to employees’ perceptions.
The aim is to regularly evaluate the perception employees have in relation to the organizational atmosphere of the company. This evaluation uses previously chosen indicators, which analysis provide the following benefits, among others:
Alternatively, it is possible to evaluate only one or a few aspects of the Organizational Culture, such as Values. In this case, it is possible to verify the adherence to the company’s actions’ values and, if necessary or desirable, guide alignment and stimulus actions to employees’ commitment.
The aim is to evaluate the knowledge retention on program/training participants. This evaluation uses previously selected knowledge indicators in the level of learning and application/results. It takes place in two stages: right after the end of the program/training to define the initial status of indicators and some time later to point the degree of adherence over time. The main benefits are:
The aim is to evaluate participants’ behavior changes stimulated by training based on perception of people who daily interact with them. This evaluation uses behavior indicators previously chosen. It happens in two stages:
The aim is to map employee’s perception in relation to specific knowledge and/or competences. The main benefits are:
The aim is to measure the relation sale-training by salespeople’s perception. This evaluation can be anchored to financial indicators. The main benefits are:
Additionally, the same can be done to evaluate marketing actions’ impact on sales instead of training impacts.
The aim is to rise teams’ performance and increase synergy among all. Each employee will periodically do a self-evaluation and must evaluate other team members, based on the perception of previously chosen performance indicators. The main benefits are:
The aim is to evaluate based on a specialized committee’s perception about previously chosen indicators – candidates/employees, processes, systems, etc. The main benefits are:
The aim is to evaluate and map users’ performance and behavior, on the usability in a virtual environment or not, depending on the desired focus. This evaluation uses knowledge indicators previously chosen in the successes levels in the task performance, learning and result directly with the user’s interaction in the process-product in real time.