Leroy Merlin assesses its employees’ potential

Leroy Merlin has turned to PerformanSe’s TwoB-R tool to help assess its workers’ behavioural competencies and cognitive abilities with the end goal of providing them with career paths tailored to their individual capabilities.  This was one of the approaches presented as part of the PerformanSe Day event.

Leroy Merlin has just completed a test run. It is Leroy Merlin’s aim to be able to fill positions by way of internal promotion (50% minimum) and it was with this goal in mind that the assessment days held a few weeks ago were organised. A group made up of around twenty workers hoping one day to become supervisors and supervisors hoping one day to become managers underwent a day of role-playing and testing as well as several PerformanSe test playback meetings. A particularly rewarding day for employees (stewardesses, sales consultants and logistics workers): “non-management staff with little experience of being evaluated other than by their managers”, stated Anne Boinnot, Leroy Merlin’s head of human resources for the Ouest regional department. The aim of this initiative was to identify employees’ capabilities and work to build a career development path for each individual member of staff with a view to opening up a range of possibilities in terms of career management. Leroy Merlin has already run several programmes aimed at overcoming this challenge. Speaking at the PerformanSe Day event, Anne Boinnot explained: “we have conducted comparative assessments so as to maximize the amount of on the ground feedback available to us and have organised both individual and group role-playing exercises, before adding: We were quick to realise that we were lacking a reliable and predictive evaluation tool capable of measuring our staff’s potential, which we could use to create individual career development paths. It was this that made us turn to TwoB-R.” 

Feedback valued by employees

Leroy Merlin told of how his acquisition of the TwoB-R cognitive-behavioural evaluation tool had been an all-round success.  “Contrary to all expectation, we noted no reluctance whatsoever from those of our workers who were being evaluated using this remote technique for the very first time.  They saw the assessment as a really rewarding day that enabled them to find out more about their routes for advancement and their individual capabilities,” explained Anne Boinnot. With the help of a PerformanSe consultant, the Regional Department’s HR team were able to organise individual review meetings, giving each and every employee the benefit of comprehensive feedback on the four dimensions measured by TwoB-R’s IDEA model: influence, decision-making, efficiency and agility. “This was a prime example of just how much we care about our staff, as well as a great source of feedback for them,” continued the human resources manager. This initiative has had other positive effects for Leroy Merlin Ouest which is set to repeat this experiment with its other workers (more than 2,000 in Ouest and 22,000 in France). Summing up, she said: “We have been able to gain a more holistic view of what our teams are doing at any given moment, while simultaneously increasing our managers’ awareness in terms of the professional development of each and every member of our varied employee base. The assessment process and test playback meeting also served as good training exercises for our managers, too. It helped them to become better evaluators.”

 

 Close up on TwoB-R:

Visuel TwoB-R

TwoB-R was designed using a cognitive-behavioural approach and is a support tool for identifying and developing potential that really works. Innovative and like nothing else on the market, it was created to provide unique insight into issues that are crucial in today’s corporate world: Influence, Decisiveness, Efficiency and Agility. TwoB-R enables you to evaluate each of these key areas from both a behavioural and cognitive perspective, while also helping you make sense of any inconsistency or discrepancies in scores between the two metrics through its provision of a typology of potential that breaks it down into four categories: maximised, underutilised, balanced or requiring further development.

 

 

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