Dagen H (Giorno H): è la fotografia storica effettuata in Svezia il 3 settembre 1967, quando la circolazione stradale cambiò senso di marcia.


A balanced approach to performance improvement combines three aspects of organisational life, which are often treated separately, in a single perspective:

1) general strategic orientation (direction)

2) goals and desired performance (targets)

3) staff performance (skills as an organisation)

It is the specific combination of these three dimensions that determines the choice (or optimisation) of assessment system to be implemented.


We help the customer define or redefine their own policies and staff assessment systems with a view to improvement and growth (although we do not deal directly with remuneration policies).

With regard to widespread needs for effectiveness, flexibility and fast adaptation, we have developed a process for creating agile solutions that actively involve the people being assessed, helping them assume responsibility for their own development in terms of opportunities and commitment.


In particular, we custom design the following assessment systems.

Assessment of positions, with the aim of defining the duties, activities and responsibilities of the role.

Assessment of skills, with the aim of enhancing the characteristics of the best performers or promoting distinctive organisational skills (“core” skills) essential to the generation of value.

Assessment of performance, with the aim of appreciating and increasing the real contribution of people in terms of behaviours and results achieved.

Assessment of potential, with the aim of defining opportunities for the growth of staff, both horizontally and vertically, in relation to the foreseeable evolution of the organisation’s structures.