HR Process Redesign
Not only Employer Branding but also Candidate Experience: a strong employer brand and a well-defined communication strategy in messages and channels, combined with a structured and consistent approach in the recruiting and onboarding phase, can strengthen a company's reputation in the eyes of the candidate and talent community.
Our approach to Employer Branding projects applies an integrated view, aimed at creating a real thread between the Employer Branding strategy and the Employee Journey from the outset. Employer Branding thus becomes the first tool for an end2end management of the Employee experience, with the aim of integrating every contact point between the company and its people, in a logic of “total employee experience”.
The design of the strategy, value proposition, and the “meeting experience” between Employer and Candidate is built with the aim of bringing out and conveying key values and messages, also in accordance with the evolution of the context and the expectations of Talents and new generations.
The same messages become the basis for a “Candidate experience” that continues through the selection process and becomes crucial for stimulating external and internal engagement.
Our Head Hunter nature combined with our HR Advisory experience makes Key2people an ideal partner for the evolution of recruiting and on-boarding processes.
Best practice companies define consistent employee journeys in which the factors that a potential candidate appreciates about the company in the attraction stages comes to life in the contact with recruiters and hiring managers involved in the process.
This is why we work in an integrated way on recruiting processes, providing both consultancy in defining effective, efficient and innovative processes, and support in their implementation, training talent acquisition teams and hiring managers in employee selection and engagement techniques with a focus on how to approach different generations of candidates.
Similarly, we work on the evolution of on-boarding processes with the aim of transforming them from moments of operational induction to cultural imprinting processes, aimed at generating engagement and a sense of belonging. Depending on the client's needs, we can design on-boarding paths that also act as initial talent detection moments, activating parallel processes that foster their development in the company from the early stages of entry.
The ability of an organisation to extract value from its HR assets is often the difference between success and failure, irrespective of the business model pursued and the organisational set-up it has in place.
The approach pursued is aimed at defining and implementing systems to reconcile analytical depth and usability. We offer innovative and customised solutions to govern the Performance Appraisal process that include, in addition to the more traditional systems, new models such as OKR and Holistic Feedback (Continuous and 360°) according to a logic of co-construction based on the client's needs.
Key2people's experience in the integrated management of MBO models, Behavioural Performance Management, Potential Assessment, Social Recognition and Technical Evaluation, allows the client to acquire a turnkey system to enable and govern the “human factor”, enhancing its impact and directing its continuous development.
Shifting focus from contingency, while taking a medium- to long-term view in asset management is often an unavoidable factor in today's fluid eco-system. HR assets are no exception, in respect of which it is essential to pursue a dynamic, forward-looking approach as a fundamental element of the Employee Value Proposition.
Key2people proposes a model that is not just a caring and vacancy management tool, but a data-driven, potential-based and performance-based system, designed according to the specific nature of the context and corporate culture of reference.
Our approach to the Development System embraces all possible afferent dynamics: Talent Management, Learning Path, Job Rotation and Succession Plan are just a few of the “core” processes that go to define a company's “Organisational Development System”, a model capable of guaranteeing a transparent, prospective and sustainable Employee Value Proposition, both for the People and for the Company to which they belong.
