A Talent Management Tool
Tool integration
The 12 applications
Talent Performance Indicators®
  • MPF is a tool for managing talent.

    Created by consultants of large industrial groups and researchers in the field of behavior, this tool permits an unprecedented degree of precision.

    A recent article by Adam Richardson published in the Harvard Business Review stresses the importance—and difficulty-- of getting the right mix of competences in teams, at different levels as is common practice in Silicon Valley. He explains that successful teams do not depend on an individual, but on the ability of groups to work together. The manager’s role is to build confidence in the group and manage stress so that individually and collectively the team is working to its full potential.

    MPF develops solutions that are based on the main challenges facing human resource departments and managers in companies today.

    There are more than 300 TPIs to select from in seeking solutions to everything from routine problems to major transformations in your companies.

    The MPF tool is constantly evolving thanks to new research and experiences while collaborating with large companies. New indicators are regularly introduced to address changing needs of companies.

    In offering a simple, practical and reliable way of managing talent, the MPF tools fills a void, offering human resource departments a company-specific data depository at their fingertips for constant reference and follow up.

    After two days of training, managers can adapt the tool to their own needs, substantially improving their method of management and the efficiency of collaborators.

    To find a personalized solution for your enterprise, the MPF tool organizes the indicators into four areas: individuals, assignments, teams and company (strategy, culture, core value, …). This makes it easier for managers to pick out the measurements that best correspond to their concerns.

    The MPF tool comes with 12 ready-made solutions, but our partners, large consultancy firms, can assist you in developing customized solutions using the indicators best suited to resolve specific problems, business unit by business unit.

    Contact us to learn more on our Talent Management Solutions

  • A simplified procedure to improve company reactivity

    The MPF tool works like a meccano toy set that can be rearranged to create a multitude of applications and gradually build a complete database dedicated to managing talent.

    Once this is in place, it is possible to draw on the results from using the MPF management in creating your HR manpower planning.

    There are different ways of using the MPF tool:

    • The company can work in complete autonomy, interpreting on its own the results shown by indicators to manage human capital on a day-to-day basis (annual evaluations, interviews, managing careers…). The company chooses the indicators it wants to manage talents, knowing that it can change indicators or add application at any time to update its management methods.
    • Semi-autonomous, the company works on its own, but within a certain framework. It chooses one or several of the 12 applications described above to address specific problems or to explore areas to develop. It decides how much or how little to exploit the tool in order to come up with a made to order result that thoroughly satisfies it needs.
    • The company takes advantage of the expertise of one of our partners in interpreting results drawn from the indicators and in setting up appropriate procedures (optimization, reviewing organization, managing change, leadership management, coaching…).

    Contact us to know more on how to integrate and use the MPF tool.

  • Click on the display of the offer you want to see, then click on “Read more” to discover the offer in detail.

     

    Previous Next

    Spotting future talent

    In a multipolar world, companies are looking for new ways to detect relevant talents. In addition, hiring mistakes are still 20% of total recruitments, and cost at least 30% of annual salary. ... (more...)

    Identifying high-potential staff

    A mistake in the recruitment of a high-potential employee carries a heavy cost for the company. Knowledge of the professional experience of a candidate under a previous employer offers little guarantee of good management in your company. ... (more...)

    Strengthening employees’ performances

    Generation Y places a lot of emphasis on improving individual performance and sees it as part of the deal that their employer helps them progress. ... (more...)

    Improving internal mobility

    The idea is to allow employees to assume new jobs with new responsibilities within the company and to work with teams the person has never worked with before. This takes some organizing and rational decisions, but it is also important to evaluate the strengths and weaknesses of candidates for internal mobility. ... (more...)

    Improving training efficiency

    Executive employees will always look for the best employer branding, the employer who will provide meaningful training that will advance their careers. ... (more...)

    Motivating all employees

    Increasing competitiveness is a major concern for companies. It falls to human resource departments to manage the resources coherently and in keeping with the company’s objectives. ... (more...)

    Choosing appropriate career orientation

    Employees associate career changes with an increase in their responsibilities and, as a result, in their salaries. ... (more...)

    Managing teams and their risks

    It is widely acknowledged that organizations using the silo method of management are less effective than those operating with transversal teams that cut across departments to bring together all of the available competences. ... (more...)

    Keeping executives' well being

    The well-being of executives is a priority for companies in order to hold on to their high-potential staff and avoid turnover costs. ... (more...)

    Coaching change

    Don’t wait for a crisis to re-think your organizational structure and enhance your competitiveness in a timely and rational way. “To improve is to change; to be perfect is to change often” W.Churchill ... (more...)

    Managing stress

    Most employees say they are satisfied with their present professional situation despite major changes in management that make financial objectives a priority. ... (more...)

    Maintaining seniors’ employability

    The times are long gone when people worked at the same job for their entire careers. Whether by choice or necessity, people are likely to change jobs several times in their professional lives. ... (more...)


    1 – SPOTTING FUTURE TALENT
    2 – IDENTIFYING HIGH-POTENTIAL STAFF
    3 – STRENGTHENING EMPLOYEES’ PERFORMANCES
    4 – IMPROVING INTERNAL MOBILITY
    5 – IMPROVING TRAINING EFFICIENCY
    6 – MOTIVATING ALL EMPLOYEES
    7 – CHOOSING APPROPRIATE CAREER ORIENTATION
    8 – MANAGING TEAMS AND THEIR RISKS
    9 – KEEPING EXECUTIVES’ WELL BEING
    10 – COACHING CHANGE
    11 – MANAGING STRESS
    12 – MAINTAINING SENIORS’ EMPLOYABILITY

    Contact us if you want some more information on our solutions

  • The Talent Performance Indicators® (TPIs) have been the object of research and development for the last 20 years and continuously tested in large enterprises. Today they are used in the 12 MPF offers.

    For maximum effectiveness, managers can construct their own MPF solutions by choosing the most relevant TPIs to address a specific set of problems at company or departmental level. The TPIs can be the reference base for the entire company or only to a business unit or sub-set.

    Boris Groysberg, Professor of business administration in the corporate behavior department of the Harvard business school points out: «Many companies’ programs for high potentials simply replicate those in place at other firms, as if talent could be developed with an off-the-shelf model, without taking into account an organization’s goals. Potential is situational, and programs that manage it should be aligned with a company’s strategy

    Measuring the intrinsic talent of an individual is not enough. To be effective, a talent management program has to take into consideration the context in which the individual brings added value:

    • The current assignment;
    • The team he is part of;
    • The company (strategy, culture, core values).



    The TPIs are divided into 4 families of indicators:

    • the employee’s TPIs;
    • the TPIs of synergy between employees and their team members;
    • the TPIs of synergy between employees and their missions;
    • the TPIs of alignment between employees and the strategies of the company.


    The company can develop personalized solutions to fit its own needs by selecting the most relevant TPIs and thus constitute its common referential or one designed for a particular business unit or profession.

    Contact us to learn more on our Talent Performance Indicators®.

     

    DISCOVER OUR CLIENTS >>