Intelli7® Psychometrics
at the Individual level:
a revolution

Management and HR consultant

Certified with Intelli7 since 2005, I have used all of the tool's features quite extensively, and they have continued to evolve to this day.

As a management & HR consultant in the transport and logistics sector, Intelli7 has become for me and my clients the essential tool for securing executive and supervisory recruitment assignments in the company's operational environment.

Identifying, based on experience, the profiles that are more or less successful in a given profession, we have used the Intelli7 tool to develop reference profiles that have enabled us to optimize and ensure the long-term reliability of our recruitment success.

In this highly specialized transport sector, which is organized into a network of small and medium-sized businesses, we have become, over time and with the know-how we have developed, the long-term partner of many managers whom we have helped to develop their human resources organization.

For most of them, proposals for new services such as JOB FIT, for example, have always been greeted with great enthusiasm in view of the potential added value that this approach could bring to the improvement of their organization.

Conseil en organisation et management

My expertise lies in structuring fast-growing SMEs. For the managers of these companies, it's all about proving oneself in order to survive. Everything moves very fast, and we can be confronted with poorly explained situations, often linked to human dysfunctions, which act as a brake on development.

In this type of context, the Intelli7 model, which is highly visual and easy for anyone to grasp without being an expert, enabled me to easily capture the attention of managers and get them to usefully reflect on the question of matching human resources to the company's needs: how do we know if we have the right man at the right place?

I've used Intelli7 in a variety of ways, but when it comes to structuring companies of this type, I'd like to mention two that have generally made a real difference.

The first consisted, through a better understanding of the behaviors sought, in limiting decisions calling on the garbage can model.

This often unsuccessful strategy leads to recruiting for high-level positions, without too much formality or discernment, a person from the immediate environment. When the scope of recruitment is broadened and the desired behaviors have been clearly identified, the company has a better chance of recruiting an employee who will effectively support its development strategy.

The second type of action was to help reposition certain employees who were unsuitable or suffering in their jobs.

With the help of coaching based on a profile, we can help people to better understand their preferred operating modes and thus find their place; particularly on the manager/expert axis.

This helps repair a number of mistakes often made right from the start of the company.