References

The co-operation with Lindström started in 2008 with supervisor coaching. The feedback of this and some later coaching projects has been very positive.

- The good thing about the coaching is the conversational way, in which the coach doesn't have too ready answers, but the participants can take part and process their own case, states the manager of personnel and quality matters, Kirsti Leisio (left in the picture).

- The approach of IC Insight has suited well Lindström. You have well succeeded in gathering provided services together with other development projects of Lindström, proceeds the personnel manager Tea Rewell (right in the picture).

The co-operation has gradually got deeper and by now IC insight has provided Lindström Oy in Finland with supervisor and development discussion coaching projects as well as 360 evaluations connected with personal sparring. In addition, the whole Europe concern took part in the HUPO Index personnel survey for the second time in the fall 2009.

- The reason why we replaced our former personnel survey with HUPO Index was globality - we needed several language versions and international benchmark. Another criteria was the possibility to summarize the results in one index measure and a possibility to follow up the development of the index, say Kirsti and Tea and continue:
- co-operation between persons has gone well. Planning and execution of the survey has been smooth, because the changes and last minute fixes in the construction of the survey have been implemented quickly.

www.lindstrom.fi

Deacor terveyspalvelut Oy wanted to revise its competence management and decided to start TYKES development project called 'Osaa ja uudistu' in 2007. As its partner for this biggest HR project of its history, Diacor chose IC Insight.

During the project Diacor's competence needs were considered from strategic aspect as well as from individual's own development point of view.

- The project was a remarkable step to take competence management, which is hard to seize, to practice. As a final result we gained concrete tools to plan operation and to execute strategy. Competence management also became a practical tool along with the budgeting and business planning process, tells personnel manager Sara Purhonen (right in the picture discussing with Seppo Mäki from IC Insight).

During the project also the content of development discussion was renewed. To support the renewed development discussion supervisors were trained to have more interactional and listening approach.

The effects were followed up by carrying out HUPO Index survey before the project as well as at the end of it. Moreover, some precision surveys were carried out after certain phases to gain feedback. The positive influences of the project show up in the results of the personnel survey as well as in the individual feedback of the employees.

- The project was very inspiring experience for all of our participants, tells Sara Purhonen. - More than 80% of the personnel took part of the project in one way or another.

www.diacor.fi

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