Specialist in Soft Skills, PerformanSe designs personality tests to allow you to hire the right candidate and facilitate the career management of your human resources.

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Consulting Editor & soft skills assessment specialist - Improve your human resources management by better knowing your candidates’ and employees’ soft skills!

PerformanSe - Soft Skills assessment specialist

Artificial Intelligence (AI) has fascinated people since its inception, and its rapid development is fuelling both hopes and preconceptions. Robots, avatars, virtual recruiters... While these technological assistants may leave us dreaming, they will not be replacing humans any time soon.

Recruiters and Human Resources (HR) professionals have long been thinking about the immense potential of AI and data analysis. In particular, how to create more efficient talent acquisition process and detect the best potential. Nowadays, more than 36% of permanent contracts are terminated before their first anniversary, with a major financial impact for companies, reducing recruitment errors as much as possible has now become a major challenge!


What is Artificial Intelligence in recruitment?

AI is such a vast and revolutionary technology that it is difficult to give it a precise definition. It can be considered as a a branch of computer science whose aim is to create machines that are capable of performing tasks that traditionally require human intelligence.

Forget the stereotype of the virtual robot or the case of the AI from the technology giant Google, called LaMDA, that is convinced to have a soul and feelings! Today, we are (still far away from the effective virtual recruiter.

Major groups such as L'Oréal have tested including a robot called Vera in their HR processes. This virtual assistant specialising in human resources was used to sort, interview and select applications... but without much success! For the time being, this fantasised vision of AI is more fiction than science.

It was in the 1950s, with the beginnings of automation - i.e. the automatic operation of a production unit controlled by a programme - that the new science of AI entered our daily lives in a concrete way. 

The British mathematician Alan Turing wrote a famous article entitled Machines of Computation and Intelligence, in which the famous question "Can machines think? was raised for the first time. The rest followed, and those still considered to be the two fathers of AI, McCarty and Minsky, founded the AI laboratory at the Massachusetts Institute of Technology (MIT).

How does Artificial Intelligence improve the efficiency of recruiters?

61% of employees surveyed are satisfied with their career development and 86% feel they have the skills to adapt to change. However, their career plans remain relatively vague, with 35% saying they do not have a clearly defined career plan.

Today's careers are not like yesterday's, employees' expectations and motivations at work are changing, players are hesitating and contracts are evolving. To better understand the expectations of today's employees, PerformanSe surveyed - via Panelabs - 1099 European employees aged between 22 and 55.

Discover the results of the survey in the infographic below. And if you'd like more information on the subject, you can download our white paper dedicated to career management.  

[Infographic] Employees and their careers: the great indecision?

Do you think that motivational factors vary according to job, sector or age? Some do, but most are common to almost everyone. The good news is that you can build on these pillars to improve loyalty and performance.

We carried out a survey of 52,000 people over six years, based on assessment tests. The results show that one of the primary motivating factors, regardless of gender or function, is the concept of achievement. "It's about finding satisfaction in achieving objectives, taking on challenges and seeing the results of your work in concrete terms", explains PerformanSe R&D.

It's a concept that can encompass a variety of realities, but it can be summed up as "the desire to work within something defined, to have an established structure or clear, precise guidelines." Yes, even for creative profiles who are often imagined to be looking for independence rather than a clear-cut framework! It's up to managers to define deadlines and juggle between those who want daily updates and those who need a weekly or monthly schedule, for example.

"It might seem contradictory in relation to the second motivator, but just because you need structure doesn't mean you don't want to have a certain amount of freedom and work at your own pace. It's an interesting mix of a desire for organisation and autonomy". And not necessarily easy to manage! Companies can put in place flexible working hours, the possibility of organising their timetable over the week or even teleworking to meet their teams' desire for independence without leaving them to their own devices.

Continuing to learn and develop skills throughout one's career is vital for everyone, but even more so, according to the PerformanSe survey, for senior citizens. "Among the over-50s, there is a slight shift from doing to learning. I'm speculating, but it's possible that after having produced a lot in the first part of their career, there's a desire to return to the path of discovery". So we need to focus on training opportunities for these audiences.

It can take many forms (from a simple gift voucher to a major promotion), but it remains a priority for everyone. It's often assumed that the motivations of men and women are not the same, but the truth is that "while empathy or non-verbal or non-financial recognition may be more important for women, the basic logic and motivation remain the same". It's all about being congratulated and rewarded for a job well done.

The remote work imposed during the pandemic, and the crisis itself, probably changed the way people see work, what they expect from their employer, and consequently their desired psychological contract with the company. Today, mental representations of work change with work experience, but also with salient external factors, such as a global pandemic. Thus our R&D team decided to launch an exploratory study on the notion of the "Psychological Contract" with more than 12,000 data that we collected, coupled with interviews.


What is the desired psychological contract?  

To put it simply, today two types of contracts link us to our employer: the employment contract (tangible element) and the psychological contract (intangible element). The latter is defined by the employee's representations of his obligations to his employer. How do I project myself? What place do I give to the trust I have built up over time? How do I see my career? Do I agree with the value and culture of my company? These are all questions to which the psychological contract is linked. If you want to know more, a very nice article on the subject was written by Parlons RH and Dominique Duquesnoy: "Psychological contract: a new look at the "next world". 


Psychological contract: How is it measured? 

Assuming that the psychological contract contains all the mental representations of an individual (concerning his relationship to work) and consequently all the contractual clauses that cannot be listed in an employment contract, it is very difficult to have a universal measure of it.  In order to implement a measure of the psychological contract, we have chosen a specific measurement angle. 

Why is it called the desired psychological contract? 

For, we measure the preferences and expectations of employees regarding their work relationship. This measurement of the contract will allow HR professionals to use it in recruitment situations, but also in orientation and development.  

The psychological contract, a key factor in talent retention

When we think of recruitment, we immediately think of interviews: interviews with or without a CV, on the phone, by video or face-to-face, with or without a supporting test, structured according to skills or conducted in a more informal way, by a professional recruiter, HR teams, the manager, his or her n+1 or peers, but always in a pattern of meetings / questions / answers / exercises... As if the question of evaluating accurately should always be resolved there and only there. And yet, recruiting always begins well before and ends well after...

A few reminders to make sure you don't miss anything and optimize all the dimensions of the experience.


Before the interview: define the need... and share it!

The upstream phase is always crucial because it presents two major risks of error:

Not having defined the job to be filled and the profile actually associated      with it in a fair, appropriate and precise manner. You run the risk of      launching into an endless search, of trying to clone already known profiles, or of taking refuge in stereotypes      by default.

Not sharing it sufficiently between the actors concerned: there is a risk that      the profiles selected by one will be rejected by the other and that      tension will spread throughout the process.

While the first mistake is generally well known, the second is sometimes more hidden. Even if it is often made of a succession of individual exchanges, recruitment remains a team effort. It is therefore essential to take the time to align positions - between recruiters and managers, n+1 and n+2; therefore to discuss in detail, despite the pressure of urgency that too often presides over the exercise, on the missions, activities, competencies and soft skills expected. Not making a mistake also means making sure that everyone in-house shares the same vision of who we are looking for and why.

Did you know that 13% of contracts are broken before the end of the trial period and 36% of permanent contracts are broken in the first year! 😱

It is not without knowing that a recruitment error is not without financial and human consequences for the company.

Unfortunately, there is no such thing as zero risk in recruitment.

Too many parameters come into play for that, but we can nevertheless limit the risks, secure the processes, promote success... and optimize the results!

Our experts share with you, through this infographic, "7 keys to successful recruiting" 👇

[Infographic] 7 keys to successful recruiting!

Technology is not to be outdone in meeting the key challenges of successful recruitment. In 20 years, it has already considerably changed the landscape of recruitment practices and customs. With the gradual arrival of ATS - for Application Tracking System - the digitalisation of HR processes has reached a new level...

Cédric Robin, recruitment specialist and ATS promoter, Partner & VP Sales at Beetween explains in detail what we are talking about today.

Over the past 20 years, the evolution of technology has changed the recruitment landscape significantly...

Of course! Twenty years ago, the widespread use of mobile phones and the Internet had already created new relationships with candidates, who could be reached anywhere and at any time. The subsequent emergence of social networks (LinkedIn) made it possible to benefit from the first online candidate pools, which were easy to reach, based on information that was updated in real time. The subsequent generalisation of telephone pre-selection practices, as well as the use of video tools, amplified by COVID, have further simplified approaches and meetings. And now the use of intelligent recruitment platforms, primarily ATS, will make it possible to go even further...


What does the emergence of TSAs mean today?

The ATS enables the sharing of applications on common platforms, but also automates their management and refines the selection process. It responds to a need for performance through digitalisation and Artificial Intelligence with obvious impacts in terms of sourcing, as well as in terms of efficiency of recruitment processes in general, with a view to simplification and time saving.


What interest can a candidate have in developing TTYs?

For the candidate, it is very simple: the ATS optimises the application "experience". The tool facilitates a one-click response, and in certain contexts offers the circulation of applications within networks of the same company, or even within professional or territorial clusters in the public sector, thus providing opportunities for new meetings. Whereas in the past candidates were obliged to apply each time in a specific way, they can now simply express their intention to change and see what happens. This of course helps to give him visibility and targeted choice, a fortiori in penurious contexts...


And what are the main benefits for the recruiter?

For the recruiter, the tool must firstly enable an increase in efficiency, allowing him to process large volumes of CVs more quickly and easily, in a more objective manner, with the benefit of clear control and reporting data. At the same time, it offers an alternative sourcing channel for candidates that is both accurate and powerful. This is all the more true when it operates in specific job sectors or employment areas, but also when it manages large volumes of course.

When technology is used for recruitment...

The development of hybrid management models is tending to make the function evolve towards increasingly remote management of teams that have become largely virtual. Teams meet less often, they are less and less often together in the same place, and they sometimes communicate by video or email... even when they are on the same site! The time when a team was defined by a unity of time and place, in permanent physical proximity, thus seems largely over. It is therefore legitimate to wonder how best to take advantage of these new modes in terms of performance...

To do this, we asked Arnaud Trenvouez, R&D Program Manager at PerformanSe, 5 questions.

Remote management is not a product of COVID 19. The movement towards widespread partial telework had started long before, especially in large organisations, and there are well documented articles on the subject online since at least 2005.

The question - in reality - is probably as old as management! Whether it was Julius Caesar's armies, the bishops in the provinces or the management of the colonial empires at a time when the ship alone linked continents, the large international organisations have always required remote management and have been able to organise it. But until now it has been limited, generally chosen, reserved for the most mobile and motivated teams. Now it has become almost universal and has been imposed very quickly, even on the simplest functions and the least inclined teams...

At PerformanSe, if there is one theme that fascinates us, it is that of soft skills, emotional and behavioural skills that are often contrasted with hard skills, which are more technical in nature.

We love them so much that our brand new podcast "Soft skill, who are you?" is dedicated to them (in french for now, translation coming soon). The first episode is about creativity, a skill that, once you reach adulthood, is certainly not reserved only for artists. Indeed, stop the stereotypes, you don't need to have dyed your hair blue to be creative!

Here is a summary of what you need to know about this wonderful soft skill, and some advice on how to develop it better and boost your performance and fulfilment at work.

Creativity has several meanings. It can be understood as :

the power of an individual to create, i.e. to imagine and realise something new  

and as the ability to discover a new, original solution to a given problem

However, one definition of creativity is accepted by most researchers in the field: that of the American psychologist Robert Sternberg. Creativity is seen as the ability to produce something that is both new and adapted to the context in which it occurs.

Here, creativity will be the process by which the imagination is transformed into reality, including times of preparation, incubation, illumination and verification. This is how we understand the notion of creativity applied to work: finding an original and innovative idea that respects the budgetary and time constraints as well as the resources that can be allocated to the project concerned.

your divergent thinking: brainstorming to find as many innovative ideas as possible

and your convergent thinking: putting ideas together to produce an original idea that meets the requirements imposed  

While we all go through them multiple times in our lives, job interviews are often an uncomfortable undertaking, and sometimes downright stressful. We agree to be challenged and examined from every angle, in the hopes of being chosen for our much-coveted job.

Today, more and more frequently, recruiters are bringing psychometric tests into the process. Why?  To make successful hires and ensure that the candidate they choose will be the right fit. Drawing on algorithms, these tests help reveal the soft skills of those assessed, by bringing to light their personality, motivations, behaviours or such factors as their cognitive potential.

The ability to assess candidates’ soft skills is of fundamental importance in a professional environment where the nature of a job and the responsibilities it entails are constantly shifting. In the long run, these soft skills can even prove more important than technical skills !

There comes the point in the recruitment process when the results of these tests are reported to the candidate, creating a new medium for discussion in an interview. By combining the two approaches -- recruitment tests and a structured interview -- recruiters are able to more easily uncover the best talents and secure their hire.

We have picked 4 helpful tips for candidates to maximise the benefits of this crucial stage, and, in fact, of any recruitment process!  By applying them, you will be sure not to be thrown off balance during this results-reporting interview.

4 tips to successfully interview after a soft skills assessment

Everyone on the team at PerformanSe is proud to announce the upcoming launch of the new PerformanSe interface on Wednesday 13 October! 

For months, we’ve been working closely with our users and with UI and UX design experts to bring you a more up-to-date, intuitive and ergonomic interface and a more enjoyable and efficient user experience! 

A new interface based on YOUR experience…

Our objective? To offer you a soft skills assessment platform that matches your HR needs and expectations as closely as possible! 

For this reason, we designed the new version based on feedback from our users and on their change and development requests! A candidate-centric approach, enhanced functionalities for greater everyday efficiency, a dashboard for keeping track of your campaigns, and a more up-to-date design for a more enjoyable user experience on PerformanSe!  We're pleased to bring you this new version, which has already been approved by our beta-tester customers.

A dynamic dashboard for more efficient management

The platform's home page has been transformed into a veritable dashboard, providing you with useful information on a daily basis! 

And, by popular request, you’ll be able to access our recent blog content right from this page, enabling you to benchmark and improve the way you work: studies, white papers, webinars and customer feedback!

Dynamic registration forms, instant search bar, visual information on the progress of your assessments and campaigns, and fast access to your candidates’ individual results: each of these new features will help you send and track your assessments more efficiently than ever!

If you’re launching a campaign and have a large number of candidates to invite, importing an Excel file will be even quicker and easier!

More intuitive and effective results customisation 

Thanks to our new report configuration module, you can define in detail the content of candidate assessment reports and the content you wish to receive yourself, for a more efficient individual reporting process. To save time, you can save your favourite configurations and use them for future assessments!

Just click on a candidate’s name to open their individual file, where you’ll find all the key information about the progress of their questionnaires, the results of their various assessments, the reports sent to them, the campaigns in which they were included, etc. You’ll also have access to their contact details so you can easily get in touch!   


PerformanSe teamed up with its users and with UI and UX design experts to bring you this new version, with a more up-to-date, intuitive and ergonomic interface that matches your needs and practices as closely as possible! 


See you on the platform on 13 October 😊

New PerformanSe interface: Open your eyes!

Some managers might have never managed a team virtually before,  and without their regular routines and procedures in place, it can be  challenging to know how to support your team from afar.

Here are some of our top tips on how to manage your team effectively, virtually.

This is so that your team can cross communicate with each other  individually where they need to, but also interact as a team via  conference calls etc.

You could create a ‘communication charter’ which clearly outlines things like

agreed behaviours for communication such as communicating only  within working hours, limiting background noise on group calls and  letting others speak etc

what methods of communication are acceptable and which tools should  be used for what, for example when an email is ok and when someone  should pick up the phone instead

A charter can help your team feel more ‘together’ and relaxed,  knowing what is expected of them and when. It provides a clear set of  expectations and guidance for everyone within your team to adhere to.

Schedule regular meetings and try and ensure you use video calls regularly.

This helps your team to connect with you, and each other on a more  personal level. Soley communicating via email or messengers/chat  platforms can easily lead to miscommunication and misunderstanding.

Remember also to schedule 1-2-1 meetings with your team members so  you can check in with them on their wellbeing as well as their progress  and contributions. A 1-2-1 call will also allow you to identify any  training needs of performance management your employee may need and  allow your team member to share any concerns they may have with you.

It is essential when working with your team, virtually that they have  clearly defined tasks with a detailed description and an outline of the  expected result. This helps them to know what is expected of them and  minimises the risk of any miscommunication or confusion.

With these parameters in place, you can then allow your team a  flexible approach to execute it in the way they feel suitable, and that  plays to their strengths and working style.

Try and establish core working hours in the day

This can be difficult if you are managing a team across different  time zones, but where possible, try and ensure there are a few hours  each day where all team members are online and available.

It can be easy when everyone is working from home to a different  schedule for your team to feel disconnected. Setting some core working  hours allows you to keep some consistency, but also allow for a degree  of flexibility, especially during times like these where employees may  also be juggling care commitments.

You could try scheduling a regular meeting and share the agenda in  advance to ensure everyone knows when these core times are. This will  not only benefit your team but allow for workflow and progress on tasks  to be more fluid and reduce delays if people are waiting for information  or answers.

Using project management tools can help you, and your team keep track  of progress and deadlines on tasks and projects. They allow your team  members to stay updated and all access one platform of information to  ensure consistency.

Project management tools allow you to set tasks and deadlines and can  help everyone on the team feel engaged and up to date with what is  happening. Using a project management system can allow you to have  something like a deliverables dashboard that is visible to everyone on  the team to track the progress of the project. This can help to  establish motivation and productivity.

If you are using a project management system, you musn’t micromanage-  just like if you were managing your team in person. Overtracking and  making your team feel like they are being ‘watched over’ may make them  feel less trusted or demotivated to be involved.

We hope these tips give you some ideas on how to support your team  effectively in a virtual capacity. The most important thing is that you  and your team remain connected to each other and that the channels of  communication are open.

It can be easy to ‘forget’ about team members when you aren’t  visually seeing them each day, especially those who are perhaps quieter  or less vocal than other members of your team. Ensure you create plenty  of opportunities to communicate with your team both formally and  informally and let your team know you are always available if they need  you.

At the moment, many teams will be looking to and relying on their  managers and employers to lead the way during these uncertain times.  But what makes a good leader? In this article, we’ll be looking at what  traits the best leaders have in common, and what skills you could be  tapping into to provide the best leadership for your team.

The one skill  all the best leaders have in common is a high degree of emotional intelligence.

Did you know that having emotional intelligence as a leader is twice  as important as technical skills or the level of your IQ? This is  because leaders that can see and understand themselves are more likely  to be able to see their companies and employees clearly. Leaders who  control their feelings create an atmosphere of fairness and trust  helping their employees and team members to believe in their ability to  lead them effectively.

Effective leaders have excellent decision-making skills.

Leaders need to be able to solve problems and make good decisions and  often the two go hand in hand. An effective leader uses a practical and  responsive approach to making a decision allowing them to:

Understand there is no such thing as making a perfect decision

Be confident to know what needs to be done at the moment

Quicky evaluate situations and be able to make decisions that will result in the highest probability of success

To be an effective leader, you must be able to think critically.

We all have emotions, and it is rare than we can be completely  objective or rational when making a decision and effective leaders  understand this. That is why critical thinking is a crucial skill in an  effective leader as this enables them to question every stage of their  thinking process when making a decision.

Effective leaders aren’t just problem solvers; they are problem finders.

Being an effective leader isn’t all about problem-solving; it is  about being able to foresee problems and recognize potential issues  before they become too significant. Being able to find the problems in  this way allows them more time to find a solution. Problem finding  skills come from the ability to ask the right question, which comes with  practice and experience!

An effective leader finds opportunity and positivity in all situations.

As a leader, your team look to you to set the standard and tone, and  that is why you must always be looking to progress, improve and move  forward. Successful leaders find opportunities and understand how to use  them effectively by diversifying or using critical thinking skills.

To be an effective leader, you must lead by example and be authentic.

One of the essential qualities to have as a leader is that you lead  by example and that’s why you must allow people to understand the values  that you are committed to uphold and lay the foundations for the  standard you expect from your team.

Leadership is a skill that comes with time and  experience. It is a skill however, that can be learned! Do you feel you  possess all the qualities above? Which do you think you may need to work  on to serve your team better and be an effective leader?

The way that you react to situations is down to choice.  Everything can be taken from a man or woman but the last of human  freedoms – the ability to choose one’s attitude in a given set of  circumstances, to choose one’s way.

Stressful situations are common in our modern world, and as a nation,  we are going through what could be considered one of the most stressful  economic times of a generation, how are you choosing to respond?

Understandably, you may be feeling worried, concerned and unsettled.  Still, you must be looking at the emotions you are choosing in response  to the situations that unfold and how these may be impacting you and  those around you.

Here are some of our top tips to deal with some of the emotions you may be experiencing during these uncertain times.

Minimise how much you are surrounding yourself with worry

If you are feeling worried or anxious about a situation, try and  avoid it as much as possible. Can you switch off the news, minimise your  time on social media and remove yourself from conversations that may be  adding additional worry? Worrying leads to more worry, and that isn’t  productive. It is easy to get consumed by worry when you surround  yourself with it, so minimise and remove yourself from it as much as  possible.

Try deep breathing and re-connection exercises

As simple as it sounds, deep breathing and taking a moment to  reconnect with your breath is a powerful strategy to slow your heart  rate and calm your mind. Breathe in slowly for five seconds, then  breathe out slowly for five seconds. Repeat this five times and as often  as needed. So many of us only shallow breath into our chests not  allowing our breath to do what it needs to, so take some time to  reconnect.

Focus on what you can do to improve the situation

It can be easy to feel powerless and give up during periods of high  stress, but what will that achieve? Try and focus on using your time  positively and brainstorming ways you can improve or change the  situation for the better.

Writing down your worries or anxieties can be a cathartic exercise  and be a useful way of getting them out from inside your head. Schedule a  time to address them, write them down and conduct a risk analysis  around these things. Consider what actions you can take to mitigate  risks or minimise the worry.

Pay attention to how you are feeling and address it

One of the best ways to deal with your emotions is to learn to  recognise the signs that they are there and respond to them early on. If  you feel yourself getting anxious, worried or angry, don’t let it build  and don’t ignore it. Close your eyes and take some breaths. This will  interrupt your thoughts and help to put you onto a more calm and  positive path.

We all have to deal with negative emotions at times and learning how  to cope with these feelings is now more critical than ever. Negative  emotion can spread, but so can positivity, and if you choose to remain  positive and calm during stressful situations, this can have a positive  impact on those around you too.

How To Manage Your Emotions During Worrying Times?

The world is changing. So, too, are the skills we expect to find in a manager. An update on the changes in the pipeline with Alexandra Didry, Head of R&D at PerformanSe…

I myself find the various studies published by the World Economic  Forum in 2015, 2016 and 2018 very interesting. This is because they were  prepared on the basis of a huge upstream analysis project. But also  because their results are very clear, centring on three highly varied  skills families: basic knowledge, social skills and cognitive aptitude.

So does this mean we’re predicting the rise of “soft skills”?

This probably doesn’t come as much of a surprise but, yes, actually.  Only the study provides much more clarity, indicating that 10 out of the  16 key skills for future managers are now “soft skills”. “Soft skills”  have thus become dominant, outstripping the technical skills that have  long been considered more important. Technical skills are now just a  baseline, a prerequisite of sorts. Even our definitions of success are  changing and will continue to change. “Soft skills” are well on their  way to becoming the new “hard skills”!

Naturally, we see “collaboration” and “communication” in the list of required skills…

There isn’t really anything ground-breaking in that. Business and  management have always gone hand in hand with good interpersonal skills.  But it has never been that obvious in practice. This is mainly  attributable to the fact that modern day managers are perhaps not best  equipped to excel in these areas (see the PerformanSe study on the  following pages), but also because they are difficult skills to measure  and train. While it is actually fairly easy to teach people technical  knowledge and measure precisely what they have learnt, it is a  completely different story when it comes to, say, emotional  intelligence. For things like that, we’ll have to come up with new  tools.

By viewing performance through the prism of results alone, we  forget the importance of processes. Yet performance is achieved through  activities “in the making”. QED: PerformanSe firmly believes that  collective intelligence can be developed only within a team in a real  work situation; not in a training room!

The results-oriented culture permeated managerial practices for a long time. “However,  whether they realise it or not, companies are in the process of  redefining the terms and conditions of their performance”, observes Arnaud Trenvouez, R&D programmes manager at PerformanSe. 

Strictly productive criteria are no longer the only ones taken  into account: performance indicators such as employee wellbeing,  turnover, speed and quality are also scrutinised by managers. At first  glance, these indicators are non-financial. However, they cannot be  ignored because they have a substantial impact on a company’s financial  performance.

Effective processes are based on collective intelligence

A team’s overall performance is never equal to the sum of  individual results; it depends above all on the ability of individual  team members to work together, coordinate their activities, communicate,  etc. In other words, performance is above all a matter of soft skills. “Scientific  studies show that performance is achieved through the process of  producing results. So, we are focusing on processes as a means of  developing collective intelligence, since they both foster and underpin  performance,” explains Arnaud Trenvouez. The first step is to  identify and analyse the processes at work within the team: in terms of  organising work, sharing knowledge and making decisions. Behavioural  tests are used to determine the state of play.

Once a clear picture has been established, what can be done to optimise the processes at work within a team? “Training  is never delivered in a real-life setting, which is a problem. To  develop collective intelligence, training must take place during  production time. Indeed, integrating training into normal working  activities enables the development of new skills, which in turn foster  the emergence of collective intelligence,” observes Arnaud Trenvouez.
   
PerformanSe is exploring innovative ways of influencing interactions and thus  developing collective skills, for example, cross training and  disruption training. While a team is working (problem-solving,  brainstorming, etc.), we may impose a “disruption rule” whereby it must  take a 10-minute break before resuming its normal activity. An example  of a rule: “once a team member has spoken, he or she may not speak again  until all other members of the team have had their say”.

Team management: how to develop collective intelligence?

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