Our clients
ADP-GSI, AFAQ, A.I.F, AESTHETE, AG2R, AIR LIQUIDE MEDICAL, ALCATEL-LUCENT, ALCON, ALKOS COSMETIQUES, AMGEN, AVENTIS, AXA, BACARDI-MARTINI, BASF, BAXTER, B BRAUN, BEAUTE PRESTIGE INTERNATIONAL, BIOGEN IDEC, BNP PARIBAS IMMOBILIER, BORMIOLI ROCCO, BOULANGER, BOURJOIS, BRISTOL-MYERS SQUIBB, CANON, CARREFOUR, CAT LOGISTIQUE, CEGOS, CHANEL, CHRONOPOST, COCA COLA, DAHER, DAIICHI SANKYO, DAIMLER CHRYSLER FRANCE, DENSO S.A., DIETER BAKIC INTERNATIONAL, DISTRIMAR, DUCROS, EMILE HENRY, EMSAR, ESCADA BEAUTE GROUP, EUROPLASTEX, FERRERO, FRANCE TELECOM, GEMY, GPA, GROHE, GROUPAMA, GROUPE NEWELL, GROUPE RUGET, GRUNENTHAL, HABITAT, HYDRO ALUMINIUM EXTRUSION, ITT FRANCE, JOHNSON & JOHNSON, JOHNSON CONTROLS, LA FRANÇAISE DES JEUX, LA POSTE, LA REDOUTE, LEVEL 3 COMMUNICATIONS, LISI COSMETICS, LITHOTECH, LOUIS VUITTON, LR SERVICES, MAIRIE DE MENUCOURT, MAIRIE DE VAUREAL, MERCK EUROLAB, NEOPOST, METALEUROP, MONOPRIX, MONSANTO, MORGAN, MUTARIS, MUTUELLE NATIONALE TERRITORIALE, NCR, NUTRICIA, NYCOMED FRANCE, O.C.P, ORASCOM TELECOM ALGERIE, ORGANON, PEUGEOT CITROEN AUTOMOBILES S.A., PHILIP MORRIS, PHILIPS COMPOSANTS SEMI-CONDUCTEURS, PLASTIC OMNIUM, RAJA, RESEAU FERRE DE FRANCE, REUNION DES MUSEES NATIONAUX, ROHM AND HAAS, SATAS, SCHWARZ PHARMA, SCHERING PLOUGH, SITRAM, SOFINPAR, SPONTEX, SURCOUF, TAKEDA, TOYOTA TSUSHO, TEN CATE PLASTICUM, TERRAILLON, UNILEVER, ZURICH ASSURANCE ...
Examples of assignments
"Management Promotion" Assessment
THE CONTEXT
Within the framework of its career management policy, our Client Company (Telecommunications Sector) promotes internally. This policy led to the implementation of a “Management Promotion” process for Senior Technicians (60 to 80 participants a year). The aim is to select Senior Technicians with “Management” potential and to integrate them into a tailor-made training course.
As part of its “Management Promotion” operation, the Client Company wishes to obtain three types of information about each of its previously selected Senior Technicians :
- The level of potential for advancement as well as the most appropriate areas for advancement ;
- An analysis of the degree of coherence between each Technician’s personal advancement project and their skills ;
- Personalised training activities based on these two findings.
DG Associés APPROACH
DG Associés put in place a Group Assessment Center protocol to help identify the major professional characteristics which serve as a springboard for the employees selected as well as those characteristics which need to be enhanced or developed (training). This Assessment makes it possible to create a personalised development plan which integrates personal characteristics, actual motivations and aspirations (personal advancement plan).
- Structure of the Group Assessment
- One individual Interview :
- fact-finding
- analysis of critical incidents
- Three Questionnaires :
- Three situational exercises :
- One Team Leader In-Basket : situational exercise consisting of 20 problems that call on a Team Leader’s skills.
- One individual Exercise : schedule organisation,
- One group Exercise : conflict management.
Duration : one day (8 participants/2 consultants)
- Feed-back
Feed-back takes place 10 days after the Assessment session :
- To the Company (management slant) :
All the information gathered is given to the Client Company in the form of a personal summary report. An opinion on the "Management’ potential is offered.
- To the participant (development slant) :
Interview with each participant. Review of summary report with a view to development.
“Business Unit” Assessment
THE CONTEXT
The Client Company (Banking/Insurance sector) decides to create a pool of future Senior/Executive Managers. It therefore wishes to evaluate the potential of middle Managers previously identified as being possible candidates for promotion by their superiors.
The aim is to measure the current operational ability of the Managers in question as well as their potential to advance and learn. Following the Assessment, a personal development plan is drawn up for each participant.
DG Associés APPROACH
DG Associés implemented an individualised Assessment Center protocol which makes it possible to identify the professional working style and to analyse the managerial characteristics of the Managers in question.
- Structure of the individual Assessment
- One individual Interview :
- analysis of concrete facts illustrating professional and managerial style
- analysis of short-term and long-term motivations.
- Two Questionnaires :
- Two Situational exercises :
- One Business Unit Manager In-Basket : situational exercise consisting of
30 situations/problems relevant to the skills of a Business Unit Manager. - One In-Tray simulation exercise (strategic analysis) : Audit of a decentralised unit and drafting of a strategic action plan, followed by a speech in public.
Duration : One day (one participant/one consultant)
- Feed-back
Feed-back takes place 10 days after the Assessment session :
- To the Company (management slant) :
All the information gathered is given to the Client Company in the form of a comprehensive file consisting of four fields : personal characteristics, interpersonal characteristics, organisational characteristics, managerial characteristics. Precise information is given concerning the immediate operational ability and the potential for development.
- To the participant (development slant) :
Interview with each participant. Review of summary report with a view to development.
