Vadequa: a program for measuring and managing corporate culture

Presenting the VADEQUA Solution

A program for measuring and managing corporate culture

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LET'S TALK CULTURE

Culture refers the set of formal and informal factors that enable the analysis of a business's operation, and which escape the compulsory. There is the visible: dress codes, colours, etc…. And the invisible: beliefs, portrayals, and values.

A culture is not set. It is a result, a permanent construction that each person's influence helped to make.

How are things going with you?

A simple definition

A dynamic culture

We can summarise culture as: "The way things are done and experienced within a business."

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THE STAKES OF CORPORATE CULTURESome key numbers

A well aligned culture allows your business to be more successful.

It is for this reason that we are developing tools to stimulate the performance of businesses by measuring, managing and monitoring their cultures and values.

Sources : The Hay Group, Engaged Employees Boost Performance, 2001. James Heskett & John Kotter, Corporate Culture and Performance, 1992. The Kelly Global Index (KGWI), Acquisition and retention in the war for talent, 2012. Boston Consulting Group, Realizing the Value of People Management, 2012. Leadership IQ, Why New Hires Fail, 2005. Ross Blake, Retention Associates, 2007, Michael Page, Global RH, 2013. Mercer : La culture et la gestion du changement dans les fusions acquisitions, 2013.

MAKE CORPORATE CULTURE YOUR DRIVING FORCE IN GROWTH

Businesses with a strong culture

shared by employees perform 6X

better.

89% of recruiting

failures are not related to

skills.

For 67% of businesses, culture is a current and

important issue.

Employees that share the corporate

culture are more committed and are

48% more productive.

Corporate culture is the #1 factor that candidates

take into account when choosing a

company.

During mergers and acquisitions, the

change in corporate culture is the main

obstacle recorded in more than 85% of

failures.

6x

48%

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SUBJECT AREAS

Vadequa can be used within the framework of driving business change: to help the culture develop, or to change management methods.

Vadequa can be used during mergers, acquisitions or business disposal operations in order to maximize the chances of success.

Vadequa can be used for the recruitment and integration of high performers into the business as well as for managing internal mobility.

Vadqua can be used for other issues: commitment, loyalty development, psychosocial risks, reassignment, subsidiary and franchise development.

Driving change Mergers & Acquisitions

Recruitment Others

Where we step in

Presentation

CORPORATE CULTURE AUDIT

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An anonymous questionnaire on culture and values intended for the company's employees.

Online software (SaaS). No installation required. Seamless updates. Automatic back-ups.

An analysis of the data and a detailed report written by experts in organisational culture.

CORPORATE CULTURE AUDITAn ingenious system for determining corporate culture.

Sample diagram

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CULTURE AUDIT TIMELINEThe various steps in the process

1 weekConfiguration of Vadequa and set-up of the questionnaire.

Data is collected from the businesses using the questionnaire.

Data processing and results analysed by Vadequa experts.

Creation of a personalised written report and recommendations.

2 to 3 weeks

2 weeks

1 week

Overall durationBetween 6 and 7 weeks

Data collectionThis is the only step with a variable timeline.

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CASE STUDY OF ONE OF OUR CLIENTSWithin the context of change management for a large banking group

For a better understanding For an adaptive approach

+ A clear report + A detailed assessment

To compare and contrast

+ Differential analyses

For efficient action

+ Recommendations

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CASE STUDY IN DETAILWithin the context of change management for a large banking

group

ContextThis banking group wanted to change the group culture in one of the European Union countries where they operate. They also wanted to change their management methods and see if their current managers shared the same vision and values.

Method usedAn audit of all managers through the use of the Vadequa solution (culture, values, etc.). Once this assessment was completed, an on-site consultant, partnered with Vadequa, assisted this business over the course of 6 months in order to put in place Vadequa's recommendations (coaching, training). A final audit must be undertaken.

Reasons for successThe Vadequa assessment enables a scientific and objective point of view of the culture of a business to be obtained. If a change in culture is desired, it is important to know how to measure it at the start and at the end in order to determine if the approach taken has worked.

ResultsThe Vadequa assessment was able to precisely determine the different cultural issues within this group. The consultancy was thus able to begin it's coaching and training in accordance with these results in order to respond effectively to the problems discovered. An accompanying final assessment is expected shortly in order to measure the progress made.

Presentation

MEASURING CULTURAL FIT

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Evaluation of values, culture, personality and motivations.

Online questionnaire (20 min)

Detailed report on the candidate and his or her possible integration into the business.

MEASURING CULTURAL FITAn ingenious system

Sample diagram

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VALUES WITHIN THE CULTURE

VALUES

The Edgar Schein Model (2004)

ARTEFACTS

VADEQUA Solution

BELIEFS

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CULTURE AND PERFORMANCEKey values

3

2

Motivation

SatisfactionWell-being at work

Intentions of an action

Psychological Health

Loyalty Development

Heighten PerformanceEvery person has his or her own unique system of values. Directly related to emotions, it represents a very real driving force behind behaviour.

Improving social qualityA person always wants to be in compliance with their values. Their level of harmony with their environment will lead to a state of psychological contentment or suffering.

Responding to managerial concerns

Within a culture, values are the meeting point between the business and its members. They encourage the human dimension in the heart of management.

Balancing values

1

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INDIVIDUAL/BUSINESS BALANCE

The corporate culture model we use is based on Quinn's competing values. It is the most frequently used model throughout the world because it is the most scientifically tested.

Through culture

The system of values used by Vadequa is based on the work of S.H. Schwartz, who is considered an expert in the field.

The personality model used is based on the Big Five, also known as OCEAN. It is the most pertinent model and the most recognised among the international scientific community. It identifies the specific behaviours of people using 5 major and universal personality traits: Openness to experience, Conscientiousness, Extroversion, Agreeableness, and Neuroticism.

Through values Through personality

How to predict it?

CBA

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CORPORATE CULTURE

The set of shared assumptions and beliefs that the group has learned gradually as it solved its external adaptation and internal integration problems, which worked sufficiently well for it to be considered valid, and, consequently, is taught to new members as the appropriate way to perceive, to think and to feel with regards to these problems.

Definition of Corporate Culture

The Kim Cameron and Robert Quinn theory of competing

values (1989)

Definition and Model

Definition ModelDescription

Model Description•Describes organisational dilemmas •Two dimensions related to efficiency

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VALUES

These are the life goals of an individual, which reflect what is important to him or her. Values are often seen as the result of one's experience and are relatively stable over time.

Definition of values

The Shalom Schwartz theory of universal values (1987)

Definition and Model

Model Description•10 basic values•Universal

Definition ModelDescription

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PERSONALITY

The set of emotions, attitudes, and behavioural customs belonging to one person.

Definition of personality

The Lewis Golberg Big Five (OCEAN) personality theory

(1990)

Definition and Model

Model Description•Modelled on traits •Stable over the course of adulthood •Replicated in a wide variety of countries•Obtained independently•Empirically established using factorial analysis of dictionary words

Definition ModelDescription

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MOTIVATION

Motivation is the set of factors determining the actions and behaviour of an individual in order to reach a goal or to undertake an activity.

Definition of Motivation

The Deci and Ryan self-determination theory (1991)

Definition and Model

Model Description•Based on 3 basic needs:

• The need for independence• The need for competence• The need for social belonging

•5 intrinsic motivations•5 extrinsic motivations

Definition ModelDescription

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A company proud of its culture and its values

VADEQUA

Value and Harmony

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VADEQUAAn innovative start-up that's shaking up human resources

An HR solution by the same name is being developed by the Vadequa firm. This solution will allow companies to measure and manage their corporate culture.

“ If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.”

Edgar Schein, professor MIT Sloan School of Management.

+ Pioneer in culture

Since 2010

3 years of R&D

50+ clients

200+ users

15,000+ tests completed

Collaboration with two research labs

A supported and award-winning technology

A team of experts

R&D

Award-winner in the Oseo competition, the Talents competition, the Treveri

Market competition, and the Coup de Pousse competition.

A multidisciplinary team looking to innovation

INNOVATION EXPERTISE

Epsylon: laboratory of workplace and organisation

psychology. LGI2P : laboratory of mathematics and statistics.

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We are unique in EuropeVadequa is the only European software solution for culture issues.

We are culture expertsVadequa is a specialised program for measuring and managing corporate culture.

We are scientificVadequa is based on methodology, analyses, and tests developed by researchers in psychology and statistics.

OUR ADDED VALUEA unique and innovative software approach

Pioneer and Leader since 2010

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A RECOGNIZED TECHNOLOGYInnovation and reliability

Vadequa is an award-winner of the Oseo and Ministry of Research competition for the creation of an innovative business.

Vadequa is a Talents competition award-winner, in the innovation and technology category.

Oséo2012 Winner

Talents2012 Winner

Vadequa won an award from Treveri Market, in their international competition for start-ups.

Treveri Market2013 Winner

Vadequa is a Coup de pousse award-winner in the Equal Opportunities category

Coup de pousse2013 Winner

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A TEAM OF EXPERTSLooking to innovation

Master Miage

Experienced as an engineer for start-ups

Telecom Engineer

Experienced as an engineer for large groups

+ Arnaud KnoblochCEO, Co-Founder

+ Martin DelemotteCTO, Co-Founder

MBA, EDHEC, Ensic Engineer

International sales manager experience.

+ Arnaud CousseauExecutive Sales Manager

DESS Finance

Corporate director experience

+ Laurent CardotBoard

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Contact UsVadequaCap Oméga Rond-point Benjamin Franklin34960 Montpellier, France

Phone: +33 980 800 902Email: [email protected]