CHI SIAMO
HuMaps Key people
CHI SIAMO
HuMaps Key people
NOVITA'
Il Questionario PDMS
(Post Distress Monitoring System)
NOVITA'
NOVITA'
Il Questionario PDMS
(Post Distress Monitoring System)
Il Questionario PDMS
(Post Distress Monitoring System)
NOVITA'
Il Questionario PDMS
(Post Distress Monitoring System)
NOVITA'
Il Questionario PDMS
(Post Distress Monitoring System)
NOVITA'
Il Questionario PDMS
(Post Distress Monitoring System)
NOVITA'
Il Questionario PDMS
(Post Distress Monitoring System)
The PDMS
(Post Distress Monitoring System)
The COVID19 crisis is being affecting the organizations both in a deep and unanticipated way. The need for a response to this crisis has caught most of the companies unprepared, in fact many reactions were improvised and based on the day-to-day troubleshooting: As a matter of facts, this crisis has brought many organizations into uncharted land both in the kind of initiatives and in their deployment, but:
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What is the sense of this all?
What kind of impact has the COVID crisis generated in the organizations?
Which of them are irreversible?
A chi serve DIANA?
Companies are living in a prolonged period of “organizational shock”, working with new tools and dynamics, often operating -in HR terms- in uncharted lands.
It is important that the HR function and the company:
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Create adequate tools that allow to increase the decision makers capability to manage the situation
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Make the employees understand that the company is interested in them, and that is operating in a professional and knowledgeable way, in order to learn from the employees’ experience.
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HR and the Management display a genuine desire to use the learnings to improve and seize opportunities for the whole organization
Companies’ top management need a tool, a “map” to support their setting the course for the future when decisions need to be taken on: restore the pre-COVID situation (having a clear understanding on how to return to emergency mode, in case the crisis would return) or introduce new working tools and options in the organization (having precise insights and analytics from the COVID experience, using the organization’s voice to take informed decisions).
HuMaps is aware of the problems that the companies are confronted with in this period, not only organizational problems but also financial problems, for this reason HuMaps has developed a swift and practical tool, financially affordable.
La struttura di DIANA
D.I.A.N.A. è progettata per indagare 6 aree incrociando gli elementi emersi in una logica complessiva: è così in grado di restituire sia dati specifici relativi alla singola area che una visione complessiva dell'organizzazione.
Ognuna delle 6 aree rileva specifici elementi. È possibile scegliere di mappare intere aree o specifici elementi di interesse, così come sottoporre a verifica periodica determinati elementi su cui si sono intraprese azioni e si desidera misurarne la concreta efficacia.
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REPORT
ACTION PLAN
IMPLEMENTATION
ORGANIZATIONAL DNA
Organization’s dominant characters: These who are constant over time, tightly related with key people in the organization and its history.
WHAT ARE WE
MADE OF?
MODELLO CULTURALE
È la combinazione di valori, credenze, norme, comportamenti e pratiche che caratterizzano l'ambiente di lavoro; influenza in modo significativo i modelli di comportamento.
COME AGIAMO
ORGANIZATIONAL PERCEPTION
All that an organization thinks, sees and perceives about itself. A sort of looking at the mirror. It defines the internal emotional level, the sense-giving to one’s place in the team, the level of individual and team wellbeing.
HOW DO WE SEE
OURSELVES?
STRATEGIC
ALIGNMENT
It’s about the capacity of an organization to shape its future by coherently behaving in order to meet common targets and aims. The ability to act with consistency in a purposeful and aimed way.
WHERE ARE WE GOING TOWARDS?
PREDICTIVE
DYNAMICS
Some variables may give important indication on how an organization will react when put under stress: Propehension to change, crisis management etc.
HOW DO WE
REACT?
LEADERSHIP
Explores the elements that rule the operational and decision making processes of the organization. Decision-making skills, delegation, consensus and trust.
HOW DO WE TAKE DECISIONS?
TACTICAL/
PERSONALIZED AREA
Area for ad-hoc, tailored measurements and mappings (formation /event efficacy etc).