Human resources management is a part of every business strategy. Today’s  most successful companies recognize, that human resources are important and sometimes the only competitive advantage. Manufacturing strategies, product design and marketing policy can be copied faster than ever. It is much harder to copy an efficient work group. Most companies can today describe their strategy implementation supporting organization structure, the content of individual roles and optimum work performance. However, only few of them can objectively measure, analyze and specifically improve given parameters. We can help you plan effectively, manage and develop your human resources in accordance with your business strategy, using our tools of career counselling.

We can help you to make real the well known saying "I can manage only what I can measure", with the help of our computer carrier and professional diagnostics COMDI. Thanks our technology, successfully tested on more than 40 000 clients, we can give to your HR management a whole new dimension – personnel engineering. Our philosophy is based on the assumption that if we influence key competencies of individual job roles, the performance of the whole company will change. Measuring competencies, finding relationships between competencies and metrics then enable the company to manage strategy through targeted human resources development.

Implementation of the carrier diagnosis COMDI into strategic management of organization

The professional diagnostics COMDI can be incorporated into all the phases of the "life cycle" of an employees. We can seamlessly integrate our system with existing business systems (personnel systems, employee portals), preserve your corporate identity and culture, by using second generation BPM technology. Your HR processes will gain new dynamic and higher efficiency.

Recruitment

• Testing of external or internal candidates for positions (roles)
• Cost saving of wrong choice, repeated selection

 Adaptation

• Defines the main areas (aims) of adaptation process (according to identified deficit of key competencies compared to an optimal standard.
• Measuring the speed of adaptation
• Cost saving on training (content and time frame of adaptation)

 Development

• Measuring key competencies development trends (in relation to corporate strategy)
• Effective use of educational activities with the desired content and performance
• Development of talent for a possible staff rotation
• Cost savings on ineffective training

 Rewarding

• Linking wage policy to key competencies (relative to corporate strategy)
• Promotion of competition and internal labour market
• Objective metrics for career plans and evaluations  systems creation
• Wage shows the employee’s real share of business strategy  implementation

 Dismissal

• Targeting suitable candidates when staff reduction is needed according to their real involvement in the implementation of business strategy
• Cost saving on wrong choice  of candidate for dismissal