Service Areas

An organisation that evolves, learns, does the right things and does them right will carry you into the future. We link ‘Organisational Capacity’ to two key elements: people and systems. We regard the continuous development of these two elements and their harmonious interaction as an essential prerequisite. We design and implement integrated models aimed at sustainably enhancing organisations’ “Organisational Capacity”, and we support them through the initial implementation phase.

Organisational Efficiency Analysis

By analysing the organisation’s structure, existing strategies, processes and the current state of its culture, we identify potential bespoke solutions aimed at enhancing organisational capacity and draw up a roadmap accordingly. We employ various diagnostic methods to conduct a detailed and multi-dimensional analysis of the current situation.

Whatever service or product we offer, all outcomes are the result of processes designed to achieve those outcomes. So, are the processes we have designed – and the roles and profiles we have defined based on those processes – sufficiently smart? Are they adequate to produce the maximum amount of work, in line with requirements, whilst utilising energy optimally?

To provide sound answers to all these questions, the first step is to analyse the existing processes and then identify what needs to be done to improve them. We create process flowcharts, carry out analyses, and use authority and responsibility matrices to identify gaps and overlaps in the workflow. We then determine the actions required to improve efficiency and draw up a roadmap for the work to be carried out in the short and medium term.

Organisational Development Models

We design and implement integrated models aimed at sustainably enhancing organisations’ organisational capacity, and support them during the initial implementation phase.

Organisational Design

We enable organisations to design their organisational structures by thinking beyond the confines of traditional silos, within the framework of a process and workforce plan aligned with their business needs. We map out the organisation’s future vision, taking into account its current dynamics, constraints, challenges and future strategies, whilst upholding its values. We gain a thorough understanding of each organisation’s unique needs and combine this with our expertise.

Strategy Management

As Montaigne once said, ‘No wind is favourable to a ship that does not know its destination’. Simply setting a destination and determining HOW to get there is no longer sufficient on its own. In a world where the pace and uncertainty of life’s naturally chaotic processes have been further amplified by the impact of technology, it is of critical importance to keep these decisions and the plans we draw up dynamically up to date. In line with this, we focus on thoroughly analysing the context in which the organisation operates and designing the strategic model best suited to its circumstances.

Change Management

Changing business needs are constantly forcing the business world to remain flexible and agile. We all feel the pressure to adapt to change on a constant basis. Nowadays, it is not just a matter of improving business operations; we must also make agile working models—designed to respond to change—an integral part of the organisation’s structure. However, managing change without compromising corporate values is the greatest challenge facing organisations. Aware that it is not easy to define core values and working practices aligned with these values at every level, we are working to identify values that are meaningful both to the organisation’s staff and to external stakeholders, and to ensure these can be effectively applied to day-to-day working practices.

Performance Management

In order to achieve the organisation’s vision, all the parts that make up the whole must carry out their respective roles in a coordinated and synchronised manner; in other words, each must deliver its own performance to the best of its ability. To achieve this, we emphasise the importance of the Company establishing its own performance framework and target-based management structure, clearly defining what it expects from its employees, and defining the appropriate way to behave whilst doing so, in line with its values. In the Performance Management module, we support you by designing and/or adapting the model best suited to your organisation and its context, implementing it, and guiding you through the initial stages of its application.

Remuneration Model and Benefits Management

An organisation’s remuneration and benefits model is intertwined not only with strategic factors such as market competition, changes in the labour market, inflation rates and performance; it is also shaped by the value of the role – independent of the individual – to the organisation, as well as the individual’s merit and the contribution they make to that role. In this context, we support you by working with you to design and/or adapt systems that are not only fair and consistent within your organisation but also competitive in the market, whilst incorporating professional merit and individual contribution; we also assist with their implementation and accompany you through the initial stages of their application.

Talent Management Models

By defining our business partners’ talent management strategies, we develop models for talent acquisition, organisational succession planning and career planning. We identify your organisation’s specific needs regarding talent acquisition, internal identification, validation, the creation of individual or group development and progression plans, and ensuring engagement, and we provide both design and implementation support. Talent Management involves placing the right talent in the right role, under the right manager, within a positive working environment, to achieve maximum performance and prepare the organisation for the future.

Recruiting Talent from Abroad

The book *Break All the Rules First*, written by Marcus Buckingham and Curt Coffman, examines the results of detailed interviews conducted by Gallup—a global research and consultancy organisation—with 80,000 managers from over 400 companies. Drawing on the findings of these interviews, Buckingham and Coffman make significant observations about what the world’s most effective managers do differently. According to them, a manager’s job is not to impart skills to people. A manager’s job is to match their employees’ talents with roles suited to those talents, thereby ensuring they are recognised as ‘talented’.

Based on this finding, the accuracy of which we firmly believe, we consider that the way to match people with roles suited to their talents lies in a talent development model that is properly designed and systematically implemented by competent individuals.

With this objective in mind, we design a competency model suited to the organisation’s culture and environment, define recruitment strategies aligned with the sector and specific needs, and by designing candidate attraction, assessment and placement tools, we provide training, monitoring and follow-up to develop the competency-based recruitment skills of all managers and staff involved in recruitment within the organisation.

Discovering Talent Within

In today’s global economy, matching people with the right roles and developing them is one of the most important and priority activities for organisations. Especially when the costs of mismatches are taken into account, making the right choices and planning the right activities take on even greater critical importance. Given that mismatches are approximately 2.5 times more costly, this places a much greater responsibility on HR professionals to develop effective selection and development strategies and techniques.

In this context, with the aim of supporting our business partners, we have developed our Assessment and Development Centre programmes tailored to organisational needs. Through these, we identify the behavioural sets and attitudes—based on the organisations’ owncore values.

In our Assessment, Evaluation and Development Centre programmes, we assess whether employees would meet the criteria for a target position, should they be appointed to it, using behavioural indicators that we determine in an integrated manner with the organisation’s competency model.

In the Measurement, Assessment and Development Centre programmes, participants are observed by expert consultants in controlled environments, independent of external factors, with equal time allocated to each, using various simulation tools; the gap between their current level and the competencies required for the target position is measured, the participant is provided with individual feedback, and a development plan is drawn up.

Skills Development

One of the most reliable ways to develop employees’ skills and prepare them for future roles – alongside an individual development plan – is to offer a structured, holistic programme that addresses all their development needs. Programmes of this kind not only facilitate more effective development but also play a significant role in boosting staff engagement.

Research into individual development shows that the impact of classroom-based training delivered in a didactic manner on the acquisition of a skill is limited to just 10 per cent. Indeed, the greatest factor in truly acquiring a skill is defined as gaining hands-on experience of that skill. Furthermore, learning from the knowledge and experience of others and being able to model their behaviour is recognised as a highly valuable source for acquiring skills.

For this reason, in the development programme we offer, we design the programme by analysing the patterns in participants’ individual development needs. We establish interactive and hands-on learning models.

Career and Progression of Talented Individuals

Personalised career planning is of the utmost importance for organisations to attract, retain and develop the right talent. Only in this way will organisations possess the resilience needed to ensure their continued existence within a business world that is becoming increasingly competitive with each passing day. The existence of an effective career development programme within an organisation helps it to attract the talent it needs more quickly and in greater numbers, whilst also enabling it to retain that talent more effectively and for longer in a competitive business environment. Drawing on our understanding of what the concept of ‘career’ encompasses in an ever-changing world, and our constantly evolving perspective on development, we support our business partners in developing strategies and models tailored to their organisations’ career development needs.

Models of Learning and
Development

“A chain is only as strong as its weakest link”. Overall success does not stem from the individual achievements of employees simply being laid out side by side, but rather from their coming together in an intertwined, holographic structure—often creating a “rim effect”—to generate synergy. Building on this, we can say that individual development is one of the most important elements of organisational development. In individual development, we aim to create value at both the organisational and individual levels by prioritising employees’ individual needs as much as organisational needs. Whilst it is predicted that the most significant challenge for HR professionals and managers in the near future will be ‘fostering a sense of belonging’, establishing a meaningful connection between employees and the value they generate will be a priority that cannot be overlooked. At the Talent Academy, we adopt a people-centred approach at every stage of development.

Structured Skills Development Programmes

For further information > Talent Management Models
“The Leader’s Competency Handbook” – Leadership Development Programme

The current century, with the easy access to information provided by technology, has turned the business world upside down. Access to information and capital no longer creates the same competitive advantage as it did in the 1980s. Nowadays, companies have become much more aware of the difference that talented individuals make in the workplace. The simplest definition of effective talent management must be to employ the right talent in the right role, under the right manager, whilst creating a positive working environment, and to prepare them for the future.

There are, of course, many practices required for effective talent management. However, the most critical of these is providing a comprehensive training and development programme that will develop talent and prepare them for future roles.

The Leader’s Competency Handbook is a modular training programme, typically lasting eight weeks, designed specifically for our clients. It utilises a combination of different learning techniques to help first- and middle-level managers identify the competencies they possess and utilise them more effectively.

For further information, please contact us at info@yetenekakademisi.com.

Coaching and Mentoring Support

The focus of coaching is on performance and the development of definable skills. Achieving specific goals within a set timeframe is the fundamental starting point. It is an action-oriented process. Mentoring, on the other hand, is a process that takes shape organically across a much broader and more open framework in terms of both time and action, addressing a variety of topics. As Yetenek Akademisi, drawing on our extensive knowledge and experience spanning a wide range of sectors—from the defence industry to the pharmaceutical industry, education to the media, tourism and the food sector, we provide our business partners with individual and team coaching and mentoring services – delivered by our accredited coaches – wherever they need them.

Classroom Training and Workshops

As the Yetenek Akademisi team, we believe that people, society and the environment can only co-exist, and that individual well-being sought whilst disregarding the wider system cannot be sustainable.

For this reason, in all the services we provide, we prioritise a values- and development-focused approach, and we place great importance on focusing on the human aspect and adding value within the organisations we work with.

We adopt the same approach in the training and workshops we deliver;

  • By transferring knowledge and experience to employees at the companies we advise, we help them to sustain the systems we have established themselves.
  • In our training programmes, we consider the transfer of experience to be just as important as the transfer of knowledge; we share not only what ‘works’ but also what ‘doesn’t work’.
  • We use tools to ensure our training programmes benefit people.
  • We regard the training we provide to universities and civil society organisations as part of our social work.