A respected professional with the skills to interpret personality profiles and articulate clear-cut diagnostics during selection, promotion, and development processes for current and future managers. Consulted on over 2 000 occasions to gauge, clarify and corroborate the current state of individual or team competency portfolios and development potential, and to uncover undetected talent for a wide range of organizations.
Thorough assessment techniques based on contemporary and innovative methods yielding dependable, articulate and revealing individual or team profiles. When crucial management decisions are needed to be made related to current or future managers and teams for several Quebec and Canadian leaders, Thierry Devisse's viewpoint is considered mandatory.
Embedded into key human resources projects for the past 15 years, this senior consultant has designed and participated in several strategic succession planning projects for a variety of organizations, i.e.:
By consulting Thierry Devisse, one is given access to a distinctive expertise in identifying individual potential and thereby emphasizing human solutions to organizational challenges.
The process proposed by Thierry Devisse is based on innovative competency language, reliable tools and eloquent report documents that will contribute to qualifying or disqualifying candidates, based on the following observations:
Fit is a flexible competency assessment:
Fit provides customer ample information to:
When organizations choose to invest in management development, return on investment is not optional: a tangible effect on competency acquisition, leading to enhanced organizational performance is expected. However, traditional training does not yield that expected outcome. Research reveals that only 10 to 15% of training information is actually applied (or transferred), one year after acquisition. Effectively developing managers cannot rely on chance.
Solutions proposed by Thierry Devisse contain key elements that allow surpassing typical management training practices.
Transfer provides possibilities:
Managing organizations in a hypercompetitive market requires more collective effort than individual initiatives. Nevertheless, each member of a team must be a leader in his or her own way: leadership is not always a question of rank, years of experience or expertise.
Leadership Audit qualifies current organizational leadership and identifies team strengths, liabilities, blind spots, degree of cohesion, and areas of turbulence in order to assess its capability to reach organizational objectives. Also investigated, are its own peculiar dynamics, communication mode and capacity to think beyond current operations and be innovative.
Solutions proposed by Thierry Devisse help define whether organizational leadership can sustain and accomplish its strategic plan. Through interviews, discussions and questionnaires, he identifies leadership team competencies as a function of current context (organizational streamlining, operations reengineering, culture change, rapid growth) or as a function of a critical phase (crucial project, merger or acquisition, business unit start-up).
This organizational review:
Succession planning is the most contemporary organizational challenge that requires leaders to evaluate individual performance and potential, to motivate the most promising talent into effective development pipelines, and to provide additional responsibilities to sustain talent deployment.
While talent detection is not an exact science, neither is it an intuitive process. Hence, the right method with the right discipline can help uncover individuals with exceptional capabilities for development.
Amongst the essential elements of an efficient Succession planning project, the requirements are:
A Succession planning project proposed by Thierry is based on three principles:
These three steps are synchronized and rooted into the corporate culture and current organizational systems and provide the capacity to: