Expertise

OUR KNOWLEDGE ABOUT RECRUITMENT:
a people-focussed, practical approach

Operational understanding of the profession and relevant soft skills:
a dual strategy for effective recruitment

B-ressource can handle your recruitment, whether you are looking for top management or middle management. Every case has its own peculiarities, so we use an adaptable method that takes your situation into account and does not rely on the usual objective criteria (Experience – degree – track record…). Instead, we consider more subjective information, such as the type of governance, the personality traits that suit the line manager and the company’s style and ethos.

We do everything but copy and paste a job description and a CV. Each job has its own peculiarities, so we use an adaptable method that takes each client’s situation into account and considers the types of candidate that need to be identified.

Analysing Requirements

Meetings with managers to establish the situation and outline the posts objectively/subjectively.

Sourcing And Pre-qualification

Sourcing and pre-qualification of candidates by telephone.

Interview to confirm and validate experience

First round of interviews to confirm and validate experience and suitability.

Personality/Soft Skills Assessment and Evaluation

Second round of interviews to discuss personality questionnaires and get references.

Presentation And Induction Advice

Presenting the short list and advice for induction.

Induction Approval

Monitoring induction until the end of the trial period.

Final phase of the evaluation

B-ressource is involved in evaluating internal candidates who have transferred when teams are being created. We also help to evaluate short-listed external candidates during the validation process.

In this way, we enable the manager to have a better overall view of the decision. Our in-depth evaluation of the candidate’s motivations, values and personalities allows them to make the best choice for the company’s development.

Identifying what is needed

Confirming expectations and the criteria for the position. Re-iterating the company’s strategy. Discussions with management.

Analysis

Analysing the applications.

Feedback

Face-to-face interview with the candidate.

Feedback on their professional experience and the results of the personality questionnaires.

Summary

Manager’s recommendations for the best choices.

HR SOLUTIONS AND ADVICE

B-ressource asks all the right questions, allowing us to work effectively.

We analyse your company, in order to understand the profession, its challenges and its objectives. We help evaluate your HR needs in line with these challenges.
We assess your internal employees’ skills and audit your resources in line with the objectives you have established.
Then, we facilitate links with entities that were originally separate and advise you about internal mobility. B-ressource helps you to make your final decision – should you recruit internally or externally? Should you replace an employee or consolidate your team?

HR MANAGEMENT

Our added-value

  • Operational experience
  • Understanding and analysing your profession and organisation
  • Personality and skills analysis tools
  • Practical support in achieving the desired results

Example 1 : Setting up an intermediate level of management in a company that distributes medical equipment

  • Defining areas of responsibility;
  • Evaluating internal potential in order to objectively decide which candidate would be best suited to promotion.

Example 2 : Setting up objective-based management in a local development agency.

  • Formally defining the vision in consultation with the managing director;
  • Defining areas of responsibility;
  • Establishing evaluation tools and quantitative and qualitative criteria.

HR SOLUTIONS

Helping you to ask all the right questions and to work effectively.

  • Analysing the company, in order to understand the profession, its challenges and its objectives.
  • Evaluating HR needs in line with the company’s life cycle and its objectives.
  • Auditing your HR assets.
  • Giving advice on internal mobility, performance criteria and salary policy.
  • Organisational Audit.

MANAGEMENT & DEVELOPMENT

Supporting talented people who have been asked to take on greater responsibility.

Example:
Supporting commercial and factory managers in an industrial carpentry company.

  • Thoroughly analysing skills and personalities,
  • Support over a 6-month period for a management development plan that is specifically tailored to the company.

ORGANISATIONAL AUDIT

Hoshin planning

  1. Identifying strategies, based on the following criteria:
    • Customer satisfaction
    • Economic performance
    • Risk management
  2. What are the short and medium-term strategic indicators?
  3. Are all the strategies being suitably assessed?
  4. List activities (or macro processes)
  5. Prioritise activities based on the effect that they have on the strategies
  6. Evaluate how the activities perform in the following three areas:
    • Quality delivered
    • Efficiency
    • Reliability/sustainability of the situation
  7. What operational indicators assess the performance of the activities?
  8. What is the link between operational and strategic indicators?

Analysis of roles and responsibilities for each activity

  1. Objectives of this mapping process:
    • Drafting a map of the current situation
    • Identifying “gaps”, inconsistencies, and overlaps that can lead to poor management of activities
    • Improving and optimising decision-making, empowering those involved and disseminating information
    • Formally identifying each person’s role
  2. Identifying the following for each activity:
    • P: the person who is operational in this activity, who “performs”, and the key expertise that they must have
    • A: the person who is responsible/accountable for performance of this activity, who is “accountable” for the results
    • C: the person who should be consulted about this activity, technical expert, etc.
    • I: the person who should be informed about this activity, but who does not have direct decision-making power
HR Management

HR MANAGEMENT

Our added-value

  • Operational experience
  • Understanding and analysing your profession and organisation
  • Personality and skills analysis tools
  • Practical support in achieving the desired results

Example 1 : Setting up an intermediate level of management in a company that distributes medical equipment

  • Defining areas of responsibility;
  • Evaluating internal potential in order to objectively decide which candidate would be best suited to promotion.

Example 2 : Setting up objective-based management in a local development agency.

  • Formally defining the vision in consultation with the managing director;
  • Defining areas of responsibility;
  • Establishing evaluation tools and quantitative and qualitative criteria.
HR Solutions

HR SOLUTIONS

Helping you to ask all the right questions and to work effectively.

  • Analysing the company, in order to understand the profession, its challenges and its objectives.
  • Evaluating HR needs in line with the company’s life cycle and its objectives.
  • Auditing your HR assets.
  • Giving advice on internal mobility, performance criteria and salary policy.
  • Organisational Audit.
Management & Development

MANAGEMENT & DEVELOPMENT

Supporting talented people who have been asked to take on greater responsibility.

Example:
Supporting commercial and factory managers in an industrial carpentry company.

  • Thoroughly analysing skills and personalities,
  • Support over a 6-month period for a management development plan that is specifically tailored to the company.
Organisational Audit

ORGANISATIONAL AUDIT

Hoshin planning

  1. Identifying strategies, based on the following criteria:
    • Customer satisfaction
    • Economic performance
    • Risk management
  2. What are the short and medium-term strategic indicators?
  3. Are all the strategies being suitably assessed?
  4. List activities (or macro processes)
  5. Prioritise activities based on the effect that they have on the strategies
  6. Evaluate how the activities perform in the following three areas:
    • Quality delivered
    • Efficiency
    • Reliability/sustainability of the situation
  7. What operational indicators assess the performance of the activities?
  8. What is the link between operational and strategic indicators?

Analysis of roles and responsibilities for each activity

  1. Objectives of this mapping process:
    • Drafting a map of the current situation
    • Identifying “gaps”, inconsistencies, and overlaps that can lead to poor management of activities
    • Improving and optimising decision-making, empowering those involved and disseminating information
    • Formally identifying each person’s role
  2. Identifying the following for each activity:
    • P: the person who is operational in this activity, who “performs”, and the key expertise that they must have
    • A: the person who is responsible/accountable for performance of this activity, who is “accountable” for the results
    • C: the person who should be consulted about this activity, technical expert, etc.
    • I: the person who should be informed about this activity, but who does not have direct decision-making power