Talent Management Solutions – Develop & Retain Top Talent &#8211; GFoundry

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Gamification in Companies: 20 Examples by Talent Lifecycle Phase

GFoundry — Sat, 20 Jun 2026 22:47:36 +0000

Gamification in talent management: 20 practical examples

Gamification uses mechanics such as milestones, feedback, badges, points and rewards to make participation and progress visible. The examples below are programme designs to configure and test. They are not a list of automatic integrations or guaranteed retention results.

Four things to measure in a pilot

Choose measures before introducing rewards. Compare similar periods and investigate context before claiming an effect.

Participation

Who participates and who faces an access barrier?

Learning

What can participants apply on the job?

Progress

Are agreed milestones and goals being reached?

Experience

Do the activities and rewards feel relevant and fair?

Phase 1: Attraction and preparation

Use the examples that match your programme and configure their rules.

1. A role knowledge challenge

Offer a voluntary quiz that introduces the role and provides feedback. Define access and review requirements. A leaderboard alone should not determine hiring or prove competency.

2. A referral campaign

Explain the referral process and recognise participation under clear rules. The recruiting funnel remains in the appropriate system; any automatic reward tied to hiring needs a defined integration or trigger.

3. A culture introduction

Share practical stories about the organisation with an appropriately configured audience. Use questions and feedback to encourage exploration, without promising that an app creates cultural fit.

4. Conversation practice

Use Role-Play Coach for a realistic workplace scenario by voice or text. Review the structured feedback as a development aid, not an automated hiring decision or validated cultural-fit test.

Phase 2: Onboarding

Use the examples that match your programme and configure their rules.

5. A milestone-based journey

Organise learning in training programmes and curricula, with clear steps for the first days and weeks. Missions can complement the programme; configure completion rules and manager support.

6. A “who can help?” quiz

Introduce key contacts and departments, then check whether newcomers know where to ask for help. Review the directory and content as people and responsibilities change.

7. A practical checklist

Make access, equipment and training steps visible to the employee and manager. Configure badges or rewards for appropriate milestones; completion of paperwork does not demonstrate readiness for every task.

8. A buddy programme

Name a buddy and agree activities such as a team introduction or tools walkthrough. Define who assigns the buddy; do not assume automatic matching is enabled for every onboarding programme.

How GFoundry connects the programme

GFoundry connects learning, evaluation, goals, recognition and innovation with a cross-module gamification engine. Administrators configure audiences, activities, triggers and rewards. Use programmes and curricula for learning; missions can complement them.

Gi, writing support, Learning Designer and Role-Play Coach are available in Plus and Premium, with 20,000 and 80,000 shared monthly AI credits respectively. Premium adds Talent Strategist, People Intelligence, Talent Insights and MCP queries and actions through configured tools and permissions. People Intelligence is the organisational service; Talent Insights provides profile context. Additional agent requests are distinct from viewing the included insights.

Explore AI agents and intelligence services and compare plans and pricing.

Phase 3: Learning and development

Use the examples that match your programme and configure their rules.

9. Short learning with visible progress

Combine brief content with quizzes and practical application. Award points or coins through configured triggers, with clear rules about what participation and demonstrated learning mean.

10. A compliance learning programme

Organise required learning, knowledge checks and certification where appropriate. Games can complement the programme; badges do not by themselves establish regulatory compliance.

11. A manager-led development path

Use evaluation and feedback to agree a development need. Learning Designer prepares course proposals and draft content from a PDF or brief; a person confirms and reviews it before publication.

12. Mentoring with suggested pairs

The mentoring feature suggests mentor-mentee pairs for HR review and approval. Talent Insights can provide individual context for matching; mentoring projects using it require Premium. Agree sessions, objectives and follow-up activities.

Phase 4: Performance and goals

Use the examples that match your programme and configure their rules.

13. Visible goal milestones

Use goals and OKRs to clarify priorities and progress. Complement them with configured missions where useful; avoid assuming that every completed key result automatically grants a badge.

14. Team challenges with operational data

Define a suitable KPI, period and fair comparison rules. If data comes from a CRM or ERP, agree the integration and refresh cycle. Check quality and prevent speed from outweighing safety or service.

15. Frequent developmental feedback

Encourage feedback about a specific situation and useful next steps. Distinguish developmental feedback from recognition badges, and configure visibility and rewards deliberately.

16. Evaluation checkpoints

Plan self, peer and manager contributions within an evaluation cycle. Clarify deadlines and responsibilities. Quarterly check-ins can complement an annual review; they do not automatically replace it.

Phase 5: Recognition, culture and participation

Use the examples that match your programme and configure their rules.

17. Recognition for a contribution

Use configured Star Badges and comments to acknowledge a concrete behaviour or contribution. Set visibility and participation rules. Endorsement or recognition is not a validated skill rating.

18. A rewards catalogue

Configure the Market catalogue and redemption rules for earned coins. The organisation defines the items and fulfilment; benefits such as leave or training require appropriate internal approval and processes.

19. A climate listening programme

Configure active questions and frequency in Pulse Surveys’ predefined bank across nine climate metrics. Use Insights Surveys or Forms & Surveys for your own questions. Never reward the content of a favourable answer.

20. An innovation challenge

Invite ideas on a concrete problem, define review criteria and allow participation under the programme’s rules. Community votes can inform prioritisation; responsible reviewers decide what proceeds.

Two historical customer programmes

These projects illustrate programme design; their results are specific to their audience and period, and do not demonstrate the use of today’s AI tools.

Randstad · Randstadium

The published Randstad account describes a programme that began with GDPR learning and later added other topics, peer recognition and a rewards catalogue. It illustrates how a focused learning project can expand to connected activities.

Pierre Fabre

The Pierre Fabre case describes product learning for pharmacies and their staff, combining content, communication and game dynamics. Reported participation belongs to that specific project; it is not a retention or productivity benchmark for every organisation.

Start with a clear behaviour and a small pilot

Choose one audience and a useful behaviour, such as completing a learning path or submitting an improvement idea. Explain the rules, check access and fairness, and review what participants actually learned or changed. Expand only after that review.

Explore the Gamification Engine or request a demonstration with your scenario.

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Remote work and burnout: autonomy, boundaries and follow-up

Martin Rocha — Wed, 02 Jul 2025 11:26:26 +0000

Remote work: autonomy with conditions for effective work

Working remotely can reduce commuting and provide autonomy. It also needs coordination, information access and availability boundaries. Location alone does not determine motivation, performance or burnout. Roles, workload, management and operating conditions matter.

Build a sustainable working agreement and check whether it serves people and the operation.

What the evidence supports

A randomised trial published in Nature in 2024 followed 1,612 Trip.com employees in China. Two home-working days per week improved satisfaction and reduced departures without harming performance reviews. This finding concerns that hybrid arrangement and population, rather than all remote work.

The WHO classification describes burnout as an occupational phenomenon linked to unmanaged chronic workplace stress. A tiredness poll or fewer logins does not diagnose an individual.

Identify the problem before choosing a response

Discuss concrete difficulties: conflicting priorities, excessive meetings, isolation, fragmented tools or work beyond agreed hours. These problems can also occur in an office.

Agree collaboration hours and response expectations while respecting rest.
Clarify outcomes, responsibilities and priorities.
Make information available to people who missed a meeting.
Provide contact and support appropriate to each team.

The response may involve reducing tasks, adjusting resources or improving decisions. Adding technology without fixing a problematic process can increase workload.

Listen and follow through

Combine conversations, feedback and relevant questions. Separate climate indicators, programme execution and outcomes. Respect anonymity and access rules; do not attribute an aggregate result to an individual.

GFoundry Pulse tracks nine climate metrics at a configurable frequency. Custom questions can be created in Forms & Surveys/Insights. Explain the action, owner and review date after listening.

Organise the experience with GFoundry

Learn and Missions connect content and activities into journeys such as onboarding. Communication and Communities support information sharing; the digest organises its cadence. Goals, evaluation and IDPs support follow-up within access permissions.

Recognition values specific contributions. Star recognition is private to the recipient and manager. Role-Play Coach provides voice or text conversation practice with structured feedback.

Premium adds People Intelligence workforce context and Talent Insights individual context for development and mentoring. These services do not diagnose burnout from digital activity. Explore agents and services and compare plans.

Test an agreement and review outcomes

Choose a process, team and review period. Establish a baseline for information access, clarity, quality, meeting load and reported difficulties. Review outcomes with the people involved.

Use the platform to execute and follow the programme, then decide what to retain or adjust. There is no universal retention or productivity percentage to promise.

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Compensation and benefits: fairness, listening and recognition

Clara Costa — Fri, 20 Jun 2025 17:59:47 +0000

Compensation, benefits and recognition: explain the offer clearly

An employee value proposition combines pay, working conditions, benefits and development. Preferences vary. It is unsafe to claim that most people would trade pay for benefits or to promise a universal turnover reduction.

Listen, assess fairness and explain the offer. Recognition matters without replacing appropriate pay or employment rights.

Assess value without unsupported percentages

Ask which needs the current package meets, who can access it and where gaps remain. Compare similar roles and locations and include programme costs. A preference poll does not establish causal retention effects.

Distinguish pay, benefits and programme rewards

Salary, commissions and variable components remunerate work under applicable conditions. Benefits may include insurance or education support. Learning opportunities and recognition contribute to the experience but have different purposes.

Separate legal and contractual obligations from optional benefits and participation rewards. Validate eligibility, budget and tax treatment for the jurisdiction and case.

Read salary band metrics accurately

Compa-ratio is salary divided by the band midpoint. A value below one means below that midpoint, not automatically below market. Range penetration is (salary – band minimum) / (band maximum – band minimum). Market comparisons need a suitable external benchmark.

For the calculation definitions, see this compensation system documentation. These metrics are not GFoundry payroll features.

Design a relevant and sustainable offer

Start with needs and budget rather than assumed preferences by age or occupation. Explain criteria and constraints. The examples below are ideas to assess, not standard packages, legal entitlements or promises of benefits supplied by GFoundry.

50 illustrative packages by job function

These examples are a discussion resource, not verified employer packages. Items such as paid leave, pensions and health coverage can have different legal or contractual status by country. Check local requirements and individual needs rather than assign benefits from a job title.

Job Function	Example Benefits Package
Accountant	Private pension plan Tuition reimbursement for CPA certification Comprehensive health insurance Flexible working hours
Software Developer	Remote work stipend Professional development courses in new programming languages Health and dental insurance Stock options
Project Manager	PMP certification reimbursement Performance-based bonuses Retirement plan with employer match Flexible working schedule
Sales Manager	Commission-based incentives Company car or car allowance Comprehensive health insurance Life insurance
Customer Service Representative	Health insurance Flexible working hours Professional development opportunities Performance bonuses
Human Resources Manager	Retirement plan with employer match Health and wellness programs Life insurance Flexible working hours
Marketing Specialist	Budget for marketing conferences and courses Health and dental insurance Performance-based bonuses Remote working options
Financial Analyst	MBA or CFA tuition reimbursement Comprehensive health insurance Retirement plan with employer match Bonuses based on financial performance
Administrative Assistant	Health insurance Paid time off Professional development opportunities Flexible working schedule
Operations Manager	Performance-based bonuses Comprehensive health insurance Retirement plan with employer match Leadership training programs
Nurse	Comprehensive health insurance Paid time off and overtime pay Continuing education reimbursement Wellness programs and mental health support
Teacher	Pension plan Health and dental insurance Professional development funding Paid vacation time
Product Manager	Stock options Comprehensive health insurance Professional development budget Flexible working hours
Data Analyst	Professional certification reimbursement Health insurance Remote work flexibility Performance-based bonuses
Business Analyst	Tuition reimbursement for relevant courses Health and dental insurance Retirement plan with employer match Flexible working hours
Graphic Designer	Creative leave and mental health days Health insurance Flexible working hours Budget for design tools and software
Mechanical Engineer	Continuing education and certification reimbursement Health and dental insurance Retirement plan with employer match Performance-based bonuses
Executive Assistant	Health and dental insurance Professional development opportunities Flexible working hours Paid time off
IT Support Specialist	Health and dental insurance Professional certification reimbursement Remote work flexibility Performance-based bonuses
Logistics Coordinator	Health insurance Transport allowance Professional development programs Flexible working hours
Digital Marketing Manager	Marketing conference attendance Health and dental insurance Flexible working hours Bonuses based on campaign success
Electrical Engineer	Continuing education reimbursement Health and dental insurance Retirement plan with employer match Performance-based bonuses
Quality Assurance Specialist	Professional certification reimbursement Health insurance Flexible working hours Performance-based bonuses
Procurement Specialist	Health insurance Professional development opportunities Flexible working hours Performance-based bonuses
Content Writer	Remote working options Health insurance Paid time off Creative leave days
UX/UI Designer	Budget for design tools and software Health insurance Flexible working hours Creative leave and mental health days
Network Administrator	Health insurance Professional certification reimbursement On-call pay Remote work flexibility
Civil Engineer	Continuing education reimbursement Health and dental insurance Company vehicle or travel stipend Performance bonuses
Database Administrator	Health insurance Professional certification reimbursement Flexible working hours On-call pay
Social Media Manager	Budget for social media tools Health insurance Flexible working hours Bonuses based on engagement metrics
Biomedical Engineer	Health and dental insurance Continuing education reimbursement Flexible working hours Performance bonuses
Compliance Officer	Health insurance Professional development opportunities Flexible working hours Retirement plan with employer match
Event Planner	Health insurance Travel allowances Flexible working hours Bonuses based on event success
Web Developer	Remote work stipend Health and dental insurance Professional development opportunities Flexible working hours
Pharmacist	Comprehensive health insurance Professional development opportunities Flexible working hours Bonuses based on performance
Public Relations Specialist	Health insurance Budget for industry events and networking Flexible working hours Bonuses based on campaign success
Legal Counsel	Health and dental insurance Continuing legal education reimbursement Retirement plan with employer match Flexible working hours
Health and Safety Officer	Health insurance Professional certification reimbursement Flexible working hours Support for preventive training and safety improvement
Environmental Scientist	Health and dental insurance Fieldwork stipends Professional development opportunities Flexible working hours
Supply Chain Manager	Health insurance Professional development opportunities Company vehicle or transport allowance Performance-based bonuses
Construction Manager	Health and dental insurance Company vehicle or travel allowance Flexible working hours Bonuses based on project completion
Customer Success Manager	Health insurance Flexible working hours Bonuses based on client retention Professional development opportunities
Copywriter	Remote work flexibility Health insurance Paid time off Creative leave days
Clinical Research Coordinator	Health insurance Professional development opportunities Flexible working hours Bonuses based on research milestones
Technical Support Engineer	Health insurance Professional certification reimbursement Flexible working hours On-call pay
Manufacturing Engineer	Health and dental insurance Continuing education reimbursement Performance-based bonuses Flexible working hours
Fundraiser	Health insurance Bonuses based on fundraising goals Flexible working hours Professional development opportunities
Actuary	Health insurance Tuition reimbursement for actuarial exams Flexible working hours Retirement plan with employer match
Real Estate Agent	Health insurance Commissions-based income Flexible working hours Professional development opportunities
Account Manager	Health insurance Bonuses based on client retention Flexible working hours Professional development opportunities

Review relevance, fairness and delivery

Discuss access, costs and practical delivery with the appropriate owners. A perk that few people can use may create frustration. Review the offer when roles, locations or needs change rather than assume AI will automatically personalise it.

Three steps for a recognition and rewards programme

Give participation initiatives their own rules and keep them separate from salary policy and guaranteed benefits. The following steps show where GFoundry supports execution.

1. Define objectives and criteria

Choose a goal such as knowledge sharing or journey completion. KPIs, evaluation and participation are distinct indicators. Leaderboards need comparable data, rules and appropriate visibility.

Do not use gamified rankings to calculate pay automatically or infer professional value. Evaluation and IDPs support performance and development conversations with their own criteria.

2. Listen and explain options

Comparisons uses pairs of options to gather preferences. Consider respondents and context before generalising a ranking. Forms & Surveys/Insights supports custom questions and comments.

Comparisons is included in Plus and Premium. Offer viable, eligible choices; a poll does not create entitlement to every suggested benefit.

3. Configure and follow rewards

GFoundry gamification awards points, coins and badges through configured activities, rules and limits. Marketplace provides programme rewards to exchange for coins; the organisation defines catalogue, budget and conditions.

Coins are not salary or contractual benefit accounts. Vouchers and other rewards need delivery rules. Recognition values contributions; Star is private to the recipient and manager.

Compare plans and bring a real programme to a demonstration to confirm modules, rules and integrations.

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Leadership in the AI era: managing hybrid teams

David Martins — Fri, 06 Jun 2025 09:08:59 +0000

Leadership in the AI era: two meanings of hybrid teams

A hybrid team can combine office and remote work, or people and AI tools. These are related but distinct challenges. The first concerns coordination and access; the second concerns task selection, user preparation and responsibility for responses and actions.

Start with the problem to solve. A team does not need to automate everything to benefit from AI.

Select tasks and assign responsibility

Research, drafting, recommendations and execution have different consequences. Define who can access information, review proposals and authorise changes. Domain knowledge helps verify that an output is suitable.

Choose authorised sources and relevant information.
Test normal situations and difficult cases before expanding use.
Record errors, review time and dependencies.
Give reviewers authority to correct or reject.

An agent is not automatically infallible, autonomous across any system or able to learn from every interaction. Capabilities depend on implementation.

Prepare people to work with AI

Develop problem formulation, source verification and information handling. Combine AI literacy with role skills and practice. Adoption may change tasks; it does not guarantee that a role will disappear or remain unchanged.

Explore actual development needs and interests. Do not treat logins, age or a practice score as a diagnosis of potential, wellbeing or intention to leave.

Connect access, learning and practice

GFoundry Workplace Assistant answers questions using available knowledge. Learning Designer turns a PDF or brief into a course proposal, followed by confirmation, generation and review. Learn organises content and curricula; Missions can connect activities across modules.

Role-Play Coach provides voice or text rehearsal for feedback, conflicts and other conversations. Scenario criteria and feedback prepare people for real application. They do not replace the conversation or automatically certify professional competence.

Use talent context for considered decisions

Premium includes the Talent Strategist analysis agent. People Intelligence and Talent Insights are services: workforce context and individual development context respectively. Talent Insights also supports mentoring matching, with automatic pair suggestions reviewed by HR.

Premium MCP supports queries and actions through available tools. Confirm compatible clients, authentication, permissions and scope. A connection does not provide unrestricted access to every system. Explore agents and services.

Assess quality and usefulness alongside speed

Compare preparation and review time, output quality, errors and actual use. Listen to people about clarity and workload. Freed time is capacity; financial savings require an actual reduction in expenditure.

Set up a pilot and bring the process to a demonstration. Compare Plus and Premium and select the capabilities you need.

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HR in 2026: eight priorities for people management

Gabriel Costa — Sat, 17 May 2025 10:25:51 +0000

HR in 2026: eight priorities for practical execution

AI, skills and working arrangements are changing HR decisions. A list of predictions is not a plan. This guide offers eight editorial priorities to assess in your organisation, without assuming that every employer follows the same path or that technology guarantees outcomes.

Choose an observable problem, owners, resources and indicators. Connect learning, participation and follow-up into a coherent process.

1. Culture, wellbeing and working conditions

Purpose and recognition should coexist with appropriate pay, sustainable workload and development opportunities. Culture messages lose credibility when daily experience contradicts them.

Listen and act. GFoundry Pulse tracks nine climate metrics; Forms & Surveys/Insights supports custom questions. A climate result is neither a clinical diagnosis nor proof of a cause.

2. Flexibility and access for distributed teams

Work design depends on roles and operations. Remote, office and frontline teams need relevant information, clear schedules and support. There is no ideal hybrid arrangement for every activity.

Build onboarding around Learn content, activities, contacts and feedback. Use audiences and permissions to make information accessible to the people who need it.

3. Skills, inclusion and employee experience

Identify required skills and opportunities to develop them. Collect contextually appropriate evidence and discuss interests. Age, credentials or digital activity alone are insufficient evidence of capability or potential.

Skills Mapping brings together evidence from configured sources, including learning, recognition and evaluation. Read coverage, dates and categories; missing evidence does not mean a missing skill. Evaluation and IDPs connect needs to followed-up actions.

4. Data and AI with clear use criteria

Separate facts, interpretation and hypotheses. Data can support decisions while still containing gaps and biases. Define access, sources, oversight and error correction.

Premium People Intelligence provides workforce context and Talent Insights individual development context. They are services rather than agents. Talent Strategist is the talent analysis agent. Explore agents and services.

5. Structured learning, short units and practice

Choose formats by objective. Curricula, microlearning and supported training can complement each other. Content completion and workplace application provide different evidence.

Learning Designer prepares a course proposal from a PDF or brief, with confirmation and review before publication. Learn organises content and programmes. Role-Play Coach supports voice or text conversation practice with criteria and structured feedback.

6. Communication that helps people act

Reduce duplicate messages and explain changes, required action and where to find support. Organise audiences, cadence and editorial ownership. More notifications do not mean better understanding.

Communication, Communities and digest help organise sharing. Recognition should be specific and appropriate; Star recognition is private to the recipient and manager. Measure access and usefulness alongside publishing volume.

7. Agents with defined tasks and permissions

Start with a concrete use: finding information, preparing learning or analysing a talent question. Distinguish answers, proposals and actions that change records. Confirm who may review or execute.

Premium MCP supports queries and actions through available tools, with compatible clients, authentication and defined scope. It does not imply autonomous collaboration between every agent or instant integration. Explore MCP and agent protocols.

8. Leadership and decisions with follow-through

Combine shared criteria with support appropriate to each person. Practise feedback, follow goals and review results. Technology organises processes without removing management judgement and responsibility.

Mentoring can support skill development and knowledge sharing. GFoundry suggests pairs automatically, with HR review and approval. Projects using Talent Insights require Premium.

Choose a programme and demonstrate its value

Bring a real onboarding, leadership or mentoring journey to a demonstration. Define a baseline and pilot with execution and outcome indicators. GFoundry connects learning, evaluation, recognition and participation while complementing administrative HRIS processes.

Compare plans and explore the calculator with five estimated gross annual benefits. Validate assumptions, costs and possible overlaps before calculating net ROI.

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The Digital Revolution at Claranet: Meet Planet.

Clara Costa — Thu, 20 Feb 2025 09:23:20 +0000

Case published in February 2025. Team size, initiatives and future plans reflect the account at that time; reported outcomes belong to Claranet’s Planet project. The March/April 2025 RHmagazine article also presents the experience.

Claranet

In a world where digital innovation sets the pace for business, Claranet, a multinational leader in IT services, faced a critical challenge: modernizing its talent management. With a team in Portugal and a diverse client portfolio, the need for an agile and people-centric platform became evident.

The solution came through GFoundry, a choice that marked a turning point in how Claranet manages its HR processes, fosters engagement, and drives internal collaboration.

The Challenge

Despite its leading market position, Claranet recognized that the tools used in talent management still had a long way to go. Internal processes lacked efficient digitalization, and there was no system that facilitated communication and promoted a real sense of community among employees.

The challenge was not just technological but also cultural: it was necessary to rethink the model, communicate it clearly, train teams, and ensure that the new platform adapted to both the company’s and employees’ needs.

The Search for a Solution

Looking at the market, Claranet sought a platform that was intuitive, user-friendly, and that facilitated not only performance management but also communication and interaction between teams.

GFoundry stood out for its flexibility and holistic approach. In addition to its intuitive usability, it offered a robust gamification engine, peer recognition functionalities, learning and development tools, digital onboarding, and an ecosystem capable of fostering company culture in an organic and engaging way.

The Choice of GFoundry

The decision to integrate GFoundry at Claranet was not just about software; it was an organizational transformation strategy. After reaching out to companies already using the platform and understanding the positive impact of its implementation, Claranet did not hesitate to adopt it as the foundation of its new talent management model.

The transition was challenging, requiring a restructuring of the HR model, team training, and the integration of processes into the platform. However, GFoundry’s flexibility enabled an agile adaptation, ensuring that Claranet’s specific needs were met.

The Birth of Planet

With GFoundry, Planet was born, Claranet’s internal platform. More than just an HR management system, Planet became a digital ecosystem that integrates multiple functionalities:

Evaluation and feedback: Enables continuous performance monitoring of employees.
Onboarding and training: Facilitates the integration of new talent and professional development.
Internal communication: Enhances information dissemination and promotes team interaction.
Recognition module: Encourages a culture of gratitude and employee appreciation.
Xplorers: Claranet’s initiative combining processes and technology to let employees identify and suggest new business opportunities.

Xplorers has energized the corporate culture, encouraging employees to share valuable insights about customer challenges and systematically propose solutions through a gamified approach.

Impact and Results

The introduction of GFoundry and Planet brought a revolution in how Claranet manages talent. The platform was well received by employees, providing a more dynamic, interactive, and transparent environment.
Active employee participation was encouraged through rewards, such as awarding prizes for the best contributions in Xplorers. One of the winners, for example, received a €1,500 prize, which was converted into a team event for all those involved in creating new opportunities.

GFoundry’s ease of use stood in contrast to previous platforms that required manuals and complex processes. Now, Claranet has an intuitive, agile tool that is fully integrated into its organizational culture.

The Future with GFoundry

With the success of Planet, Claranet aims to continue exploring new GFoundry functionalities. At the time of this account, Claranet’s plans included exploring AI for career development and data analysis, alongside further gamification activities. These were plans rather than a statement that every capability had already been deployed.

The adoption of GFoundry represents a significant evolution in Claranet’s talent management, illustrating the combination of technology, process design and team preparation.

Apply this case to your project

Planet illustrates how performance, communication, learning and recognition can support a shared talent-management process. Today, Premium adds Talent Strategist, People Intelligence and Talent Insights for additional organisational and individual context. Explore the current agents and intelligence services and plans; a new project should define its data, permissions and workflows. The €1,500 reward described above was Claranet’s programme choice.

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Employee turnover: measure, understand and act

David Martins — Sun, 25 Aug 2024 11:00:48 +0000

Employee turnover: understand departures before choosing solutions

Employee turnover tracks departures within a period. A person does not need to be replaced to enter the calculation. Separate voluntary, involuntary and other relevant categories using consistent criteria.

Low turnover does not automatically prove satisfaction; high turnover does not prove poor leadership. Contracts, seasonality, restructuring, opportunities and conditions affect the picture. CIPD guidance connects retention to measurement and understanding why people leave.

Calculate with a defined period and population

Turnover rate (%) = departures during the period / mean employee population in the same period × 100.

In a hypothetical example, 12 departures and a mean population of 200 give 6%. Use only voluntary departures for a voluntary rate and explain the criteria. Do not add monthly rates to obtain an annual rate.

A start/end mean can be an approximation; use more frequent observations if population varies substantially. Compare equivalent periods, roles and contracts. There is no universal healthy rate of 10% to 15%.

Investigate ten dimensions with possible actions

These dimensions guide investigation; they are not a universal ranking of causes.

Dimension	Question and possible response
Leadership	Are priorities and support clear? Prepare managers and review practices.
Careers	Are opportunities understandable? Discuss development and criteria.
Compensation	Is the offer fair in context? Review with owners and appropriate data.
Workload	Does demand fit capacity? Review priorities and resources.
Recognition	Are contributions valued? Define inclusive practices and criteria.
Environment	Are conflicts or harassment unresolved? Use the appropriate processes.
Learning	Can the person prepare for the work? Combine content, practice and support.
Expectations	Does the role match what was presented? Clarify responsibilities.
Inclusion	Is opportunity access fair? Listen to barriers and review processes.
Stability	Are changes explained? Communicate decisions and support.

Compare context rather than unsourced tables

Benchmarks need a country, period, population and departure definition. Also compare internal trends, critical roles, tenure and reasons. A small team may show a large percentage change after few departures.

Estimate costs by role: recruitment, onboarding, manager and peer time and demonstrable operational impact. An old average hiring cost is not your full replacement cost. No single salary multiplier fits every case.

Connect retention to GFoundry processes

Organise onboarding through Missions, learning and human support. Goals, Evaluation and development plans clarify expectations and progress. Recognition values contributions; Communities and communication support information sharing.

Pulse tracks nine climate metrics; Forms & Surveys/Insights supports custom questions. Use feedback to understand difficulties and communicate action. The platform supports the programme without changing pay or working conditions or guaranteeing lower turnover.

Use talent data with clear limits

People Intelligence provides organised workforce insights; Talent Insights adds individual context. These are Premium services. Anonymous responses and exit risk do not become individual profile insights. Talent Strategist is the agent for exploring talent questions.

Check sources, dates, population and coverage. Correlation does not prove cause. HRIS and other integrations need defined scope, permissions and updates. Explore agents and services and compare plans.

Retention questions

Can activity show who will leave?

Few logins, absence, appearance or declining social events do not establish departure intentions. Listen respectfully and use appropriate channels for health or conflict concerns.

How should exit interviews be used?

Gather voluntary feedback, protect information and look for patterns. Responses may represent only participants. Combine sources and review what can change.

Should turnover be zero?

Not necessarily. Define desirable retention in context rather than treat every departure as failure or every stay as success.

How can the programme be evaluated?

Set a baseline and track outcomes and costs. The GFoundry calculator estimates five gross annual benefits, including turnover costs. Validate assumptions, attribution and overlaps before calculating net return.

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Learning journeys: five steps and 100 activities

Gabriel Costa — Tue, 20 Aug 2024 14:12:37 +0000

1. Define the audience, objective and evidence

A learning journey connects content, practice and follow-up to a concrete need. Start with what people need to do, not course counts. Combine structured learning, short units and workplace application according to the objective.

Identify prior knowledge, access, language and available time. Decide how to check learning and application: quizzes, observed practice, conversations or operational outcomes. Learn curricula can connect initial knowledge, learning, validation and satisfaction stages; not every programme needs every stage.

2. Prepare materials and check sources

Combine reviewed internal materials with appropriate external resources. Check rights, access and currency. Linking to Coursera, Udemy or another provider does not guarantee free access, progress synchronisation or native integration.

Learning Designer prepares a proposal from a PDF or brief. Confirm objectives, audience and formats before generation and review. AI usage consumes credits according to the service; this is not unlimited free content creation. Curating videos is different from automatically generating them.

3. Combine learning, practice and follow-up

Choose formats by objective. Videos, PDFs and quizzes can support knowledge; Role-Play Coach supports voice or text conversation practice with criteria and feedback. Also observe application at work.

Completion does not prove mastery: opening a PDF and finishing a video are different records. Define validation and, where applicable, programme certification criteria. Configured certification is not automatically professional accreditation or legal proof.

4. Explain the journey and protect learning time

Explain steps, deadlines, owners and where to find support. Prepare managers to support application. Communication, digests and configured notifications can help cadence without replacing time and conditions for learning.

Use Forms & Surveys/Insights for your own journey questions. Pulse tracks nine workplace climate metrics rather than freely configured training evaluation questions.

5. Connect the journey to development

Learn organises content and programmes. Missions can link activities across modules, for example in onboarding. Goals, feedback and development plans connect learning to actions and follow-up.

Confirm available content, configuration, integrations and implementation services in the proposal. Licensing does not imply that all learning design or consultancy is included. Explore agents and services and compare plans.

100 illustrative activities across ten functions

Each function has ten possible steps. Adapt them to context, access and criteria. The table combines GFoundry activities with human support and external data; it does not promise technical simulators, accounting, financial reports or automatic integrations.

Function	Ten possible steps
Human Resources Management	Complete Learn content on labour requirements and internal processes. Prepare a onboarding checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review onboarding time and quality in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to onboarding. Practise selection interview in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Finance and Accounting	Complete Learn content on applicable accounting standards. Prepare a accounting close checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review errors and closing time in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to accounting close. Practise explaining a budget variance in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Operations	Complete Learn content on process improvement. Prepare a operating procedures checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review rework and process quality in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to operating procedures. Practise communicating a procedure change in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Sales and Marketing	Complete Learn content on product and customer needs. Prepare a campaign preparation checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review conversion and contact quality in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to campaign preparation. Practise responding to a customer objection in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Information Technology	Complete Learn content on cybersecurity and internal procedures. Prepare a incident management checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review incidents and recovery times in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to incident management. Practise communicating an incident to a business team in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Project Management	Complete Learn content on planning and working methods. Prepare a project initiation checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review deadlines, quality and scope changes in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to project initiation. Practise negotiating priorities and scope changes in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Product Development/Innovation	Complete Learn content on needs research and hypothesis testing. Prepare a proposal validation checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review test outcomes and product usage in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to proposal validation. Practise discussing feedback with stakeholders in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Customer Support	Complete Learn content on product and customer service. Prepare a ticket resolution checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review resolution and customer satisfaction in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to ticket resolution. Practise handling a complaint in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Risk Management and Compliance	Complete Learn content on applicable regulation and controls. Prepare a control review checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review control evidence and corrective actions in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to control review. Practise explaining an exception and escalating a concern in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.
Legal	Complete Learn content on applicable law and procedures. Prepare a contract review checklist with its owner. Set a development objective with a deadline and criterion. Review a practical case with an experienced colleague. Review review quality and timeliness in the organisation’s operational sources. Answer custom questions about difficulties in Forms & Surveys/Insights. Propose an improvement related to contract review. Practise explaining a clause to a business team in a configured Role-Play Coach scenario. Receive manager feedback on workplace application. Review the development plan and choose the next step.

Ten criteria for selecting a learning platform

Compare tools against real tasks rather than assume one format or provider is always better.

Access, languages and usability for the intended audience.
Content formats appropriate to the learning objectives.
Programme structure, curricula and cross-module journeys.
Practice and validation methods with clear criteria.
Meaningful records and reporting, beyond clicks.
Content authoring with review and ownership.
Permissions and visibility for each audience.
Integration requirements and maintenance responsibilities.
Implementation, support and learning design scope.
Licensing and full costs, including optional AI usage.

Learning journey questions

Does a journey need to be a long course?

No. Combine courses, short content, practice and support around the need.

Are curricula and Missions the same?

No. Curricula organise training programmes; Missions can connect activities across modules.

Does AI publish a course without review?

Learning Designer prepares proposals and content. Confirm the proposal and review before publishing.

Can we use external resources?

Yes, with rights and access confirmed. A link does not guarantee integration or progress synchronisation.

How do we track learning?

Combine completion, validation results and observed application. Each record has a distinct meaning.

Does role-play support voice?

Yes, voice or text. Configure scenarios and criteria around the conversations to practise.

Does certification mean professional accreditation?

Not automatically. Check programme and accrediting body requirements.

Can Pulse contain my training questions?

Pulse uses nine defined metrics. Use Forms & Surveys/Insights for your own questions.

What is included in implementation?

Scope and services are defined in the proposal. Confirm content, configuration, integrations and support.

How can learning connect to careers?

Use goals, feedback and development plans. Premium Talent Insights adds individual context and can support mentoring matching, with suggested pairs reviewed by HR.

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Flexibility and remote work: conditions, satisfaction and retention

Martin Rocha — Mon, 12 Aug 2024 13:28:04 +0000

Flexibility: design arrangements that work

Flexibility can concern location, schedules or work organisation. Remote and hybrid working are distinct arrangements; not all roles allow the same choices. Useful policies explain criteria, operational needs and access conditions.

Avoid automatic satisfaction or retention promises. Experience depends on autonomy, resources, leadership, workload and coordination.

What the evidence supports

A 2024 Nature trial followed 1,612 Trip.com employees in China. Two home days and three office days improved satisfaction and retention without harming measured performance. This supports that context rather than guarantee results for every remote arrangement.

Test your policy with your population: quality, service continuity, learning, collaboration and opportunity access may need different solutions.

Compare benefits and difficulties

Less commuting and more autonomy can help. Isolation, home interruptions, fragmented communication and difficulty disconnecting can create problems. Remote work should not mean permanent availability.

Define necessary collaboration moments and asynchronous alternatives.
Explain priorities, owners and response expectations.
Protect breaks and availability boundaries.
Include frontline and on-site roles when discussing flexibility.

Prepare managers and track outcomes

Assess delivery, quality and context rather than digital presence. Use useful check-ins and review obstacles. Ensure remote workers have fair access to learning, recognition and careers.

Wellbeing needs appropriate working conditions and support channels. A platform does not diagnose burnout or replace professional support. Games and social meetings should have a purpose and respect preferences.

GFoundry: learning, communication and talent at a distance

Centralise Learn content, news and relevant resources. Communities support interest-based sharing; digests and segmentation support relevant information. Goals, Evaluation and feedback connect objectives to follow-up without replacing specialist videoconferencing or project management tools.

Learning Designer supports reviewed content creation; Workplace Assistant answers from available knowledge. Role-Play Coach supports voice or text practice. Premium adds Talent Strategist, People Intelligence and Talent Insights for talent analysis and context.

Confirm integrations and permissions for each project. Explore agents and services and compare plans. Bring a concrete access, onboarding or development difficulty to a demonstration.

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Remote onboarding: a guide, checklists and follow-up

Clara Costa — Sat, 10 Aug 2024 10:02:37 +0000

Remote onboarding: prepare access, learning and relationships

Integrating someone at a distance requires more than sending documents. Prepare resources, responsibilities, knowledge and team relationships. Digital processes can also support on-site and hybrid onboarding; these are compatible approaches.

Aim for progressive autonomy with role-specific criteria. Full productivity on day one is not realistic for every role.

Define objectives and owners before tools

Choose what the person needs to understand and do in the first days and weeks. Assign HR, IT, team and manager owners. Separate access and administrative obligations from learning and integration.

GFoundry Missions can organise activities across modules. Learn contains content and programmes; segmentation supports audiences and permissions. Notifications and automations depend on configured rules. Confirm proposal scope instead of promising unlimited journeys and integrations.

A checklist by phase

Adapt pace to the role and keep a support channel available.

Before starting

Confirm equipment, necessary access, initial schedule, contacts and essential instructions. Use the designated HR channel for contracts, banking details and other administrative obligations.

First day

Introduce team, buddy and manager; test access and explain priorities. Virtual meetings use an appropriate videoconferencing tool rather than a presumed GFoundry capability.

First week

Combine content, supported tasks and conversations. Explain expectations and where to seek help.

Follow-up

Review application, difficulties and next steps with the manager. Use Forms & Surveys/Insights for custom questions; completed learning does not by itself prove role autonomy.

Published cases: Natixis and Closer

The Natixis All Aboard case describes pre-boarding, integration and learning with gamification in the project context. Stay Closer connects onboarding, learning, evaluation and communication.

These are published project experiences rather than guarantees for new clients. Read the full account for context; team figures and implementation choices reflect the period described, not necessarily current data.

Avoid four expectations that undermine integration

Complete automation: prepare people to respond and support.
One model for everyone: adapt content and sequence to roles and access.
Instant productivity: set progressive milestones with evidence.
Cutting essential support: include manager time, resources and preparation.

Gamification can support progress with appropriate criteria. Rankings are not necessary for sensitive tasks and do not prove learning.

Define each system’s role

GFoundry can organise learning, Missions, communication, feedback and goals. Administrative HR, payroll, signing and videoconferencing systems have their own scope.

Confirm integration sources, fields, permissions, frequency and error handling. Linking external content is not progress synchronisation. Do not presume native Slack, Teams or ERP connectors.

Learning Designer supports course preparation with review. Workplace Assistant answers from available knowledge. Role-Play Coach supports voice or text conversation practice. Explore AI capabilities.

120 illustrative tasks across twelve functions

Adapt tasks to the role and period. They include meetings, specialist systems and workplace practice; they are not 120 native features or a universal compliance checklist.

Function	Ten possible tasks
Executive and Senior Management	Meet with Board of Directors Review company strategy and goals Introduction to leadership team Overview of financial reports Attend executive meetings Review company culture and values Set long-term objectives Assess current company performance Meet with key stakeholders Develop a 100-day plan
Human Resources	Orientation to HR policies and procedures Training on recruitment software Introduction to employee benefits Meet with department heads Review employee handbook Understand company culture Learn about performance evaluation process Attend diversity and inclusion training Understand compensation structure Participate in team-building activities
Finance and Accounting	Introduction to financial systems Review company budget and financial goals Meet with finance team Understand financial reporting processes Training on accounting software Review compliance and regulatory requirements Understand company’s tax obligations Participate in financial planning meetings Review accounts payable and receivable processes Understand internal audit procedures
Sales and Marketing	Introduction to sales and marketing strategies Training on CRM software Meet with sales and marketing teams Understand product/service offerings Review sales targets and KPIs Participate in sales calls and meetings Understand marketing channels and campaigns Review branding and positioning Participate in product launch planning Develop personal sales and marketing goals
Information Technology	Orientation to IT infrastructure Training on company software and tools Meet with IT team and understand roles Review cybersecurity policies Understand project management processes Participate in ongoing IT projects Review IT support and helpdesk procedures Understand data management and backup Learn about company’s technology stack Set personal development goals in IT
Operations and Supply Chain	Introduction to supply chain processes Meet with operations team Understand inventory management Review procurement and sourcing strategies Training on supply chain software Participate in logistics planning Understand quality control measures Review production schedules Learn about vendor management Set personal goals in operations
Customer Service	Training on customer service tools Meet with customer service team Understand customer service policies Review product/service knowledge Participate in customer interactions Learn about escalation procedures Understand customer feedback mechanisms Review customer satisfaction metrics Set personal customer service goals Participate in team-building activities
Research and Development	Introduction to R&D processes Meet with R&D team Review current research projects Understand intellectual property policies Participate in innovation brainstorming Learn about product development lifecycle Training on research tools and methodologies Understand collaboration with external researchers Set personal research goals Participate in scientific conferences and workshops
Legal and Compliance	Introduction to legal team Review company’s legal obligations Understand compliance policies Training on legal research tools Meet with external legal counsel Review ongoing legal cases Understand contract management processes Participate in legal risk assessment Set personal legal development goals Attend legal and compliance training
Manufacturing and Production	Orientation to manufacturing facilities Meet with production team Training on production equipment Understand quality control measures Review production schedules and targets Learn about safety protocols Participate in lean manufacturing initiatives Understand material sourcing and procurement Set personal production goals Attend team-building activities
Administrative	Orientation to office procedures Training on administrative tools Meet with administrative team Understand document management processes Review scheduling and calendar management Learn about travel and expense policies Participate in office organization Understand communication protocols Set personal administrative goals Attend team-building activities
Health and Safety	Orientation to health and safety policies Training on safety equipment Meet with health and safety team Review emergency response procedures Understand occupational health programs Participate in safety audits Learn about environmental compliance Review accident reporting processes Set personal health and safety goals Attend safety training and workshops

Practical questions and twenty mistakes to avoid

How long should onboarding take?

It depends on role, prior knowledge and practice opportunities. Set milestones and review application rather than impose one universal deadline.

Are buddies and mentors the same?

Buddies may support everyday orientation; mentoring can have broader development objectives. Define expectations and availability.

How should success be tracked?

Combine operational access, journey progress, role clarity and observed application. Early retention and feedback help when read with context and a defined population.

How does Premium mentoring fit?

Talent Insights adds individual context and can support matching. GFoundry automatically suggests pairs for HR review and approval. Mentoring projects using Talent Insights need Premium.

Twenty common mistakes

Inaccurate Job Descriptions
Lack of Pre-Boarding Activities
Ignoring Employee Feedback
Offering Subpar Orientation Material
Failing to Set Clear Goals and Expectations
Not Explaining Onboarding Software Features
Overwhelming New Hires with Information
Inadequate Training Programs
No Introduction to Company Culture
Lack of Ongoing Support
Ignoring Compliance and Legal Requirements
Failing to Assign a Mentor or Buddy
Not Measuring Onboarding Effectiveness
Lack of Personalization in the Onboarding Process
Neglecting Remote Employees in Onboarding
Poor Communication Throughout the Process
Not Providing Necessary Tools and Resources
Failing to Update Onboarding Material
Ignoring Team Integration Activities
No Follow-Up or Check-Ins After Onboarding

Test one role before scaling

Choose a journey and validate access, content, tasks and support with representative users. Remove repeated information and keep materials current.

GFoundry connects onboarding to learning and development. Compare plans and bring a real checklist to a demonstration. Define configuration, integrations and support.

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Create Learning Content with AI: A Practical GFoundry Workflow

David Martins — Sun, 14 Jul 2024 14:58:29 +0000

Start with the learning problem, then create the content

Creating a course quickly is useful only when it helps people do something better. Start with a specific situation: a new colleague learning a process, a sales team explaining a product or a manager preparing a feedback conversation.

GFoundry’s Learning Designer helps turn a PDF or brief into structured learning content. It is the specialist agent for course creation within GFoundry Intelligence. Gi helps with everyday questions, while AI Writing Assistant supports writing tasks.

The practical benefit is a clearer path from source material to a draft your team can review, publish and use in a training programme. AI supports the preparation; your organisation remains responsible for the content and the learning design.

From a PDF or brief to a reviewed course

Define the outcome. State who the course is for and what they should be able to do afterwards. Provide the relevant PDF or a concise brief.
Refine the proposal. Discuss objectives, audience, level and formats with Learning Designer. Check the proposed structure before generating content.
Generate and inspect the draft. Review the explanations, examples, slides and quizzes. If existing YouTube videos are selected, check their relevance and availability; the agent does not generate new video footage.
Publish deliberately. Correct factual errors, confirm internal terminology and remove confidential information that should not be shared with the audience.

For example, use an approved product manual to prepare a course for new sales colleagues. Ask for learning objectives and questions tied to the manual, then have a product specialist review the generated draft. This is an illustrative workflow, not a claim about a measured client outcome.

Connect content to a learning path

In GFoundry, content units can form a Training Program, and programmes can be organised into a Curriculum. Managers and administrators define the intended audiences and track progress. Missions can complement this structure with activities across modules; they are not a mandatory extra level for every course.

See how to design a useful learning journey.

Add practice when knowledge needs to become a conversation

A quiz can check understanding, but it cannot replace practising a difficult exchange. After a course on customer objections or giving feedback, Role-Play Coach lets participants practise by voice or in writing, with an AI counterpart and structured feedback.

Choose scenarios that reflect the job and review how feedback will be used. Practice results can inform a development conversation; they should not be treated as a complete assessment of a person’s ability.

Measure more than publication speed

Track the time needed to prepare and review content, completion of the programme and evidence that the intended skill is being applied. Use a baseline and a pilot audience before attributing business results to AI. Faster drafting does not automatically establish better learning or higher productivity.

Choose the service and plan that fit the job

Learning Designer, Gi, AI Writing Assistant and Role-Play Coach are available in Plus and Premium. Plus includes 20,000 shared monthly AI credits; Premium includes 80,000. Different requests consume different amounts of credits, depending on their scope and complexity.

Premium adds Talent Strategist, People Intelligence, Talent Insights and MCP access. These extend the work into talent analysis and permitted queries and actions. People Intelligence and Talent Insights are intelligence services, distinct from the conversational agents.

To start, choose one learning need, provide an approved source and agree who reviews the result. Compare the included capabilities by plan and explore GFoundry’s agents and intelligence services.

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Eleven onboarding examples with learning and follow-up

Gabriel Costa — Tue, 11 Jun 2024 09:45:27 +0000

Onboarding with purpose, examples and follow-up

Good onboarding helps people understand their role, meet the team and prepare for work. Contact with the organisation starts before day one; recruitment, pre-boarding and onboarding need to be coherent.

GFoundry Missions can connect content, tasks and other modules into a journey. Adapt sequence, audiences and criteria. The eleven examples are configuration ideas, not automatically ready processes or retention guarantees.

Eleven illustrative onboarding journeys

Each example contains six activities. The table combines GFoundry resources, meetings in appropriate tools and human support. Administrative systems remain responsible for contracts, tax details, benefits and authorisations.

Example	Six possible activities
Example 1	Participation in a virtual welcome session. Complete a course on “Organizational Culture”. Take an interactive quiz on company security policies. Confirm administrative details with HR in the designated channel. Create a 30-day integration plan with the manager. Meet the buddy or mentor using the appropriate tool.
Example 2	Watch an introductory video of company teams and departments. Complete a quiz on the company’s main products/services. Confirm the HR channel for tax and banking documents. Participate in an interactive session on remote work best practices. Set KPIs to achieve in the first 3 months with the manager. Provide initial feedback on the onboarding process.
Example 3	Participate in an integration meeting with the team. Watch tutorial videos on tools and software used in the company. Complete a checklist of essential workstation configurations. Create a competency development plan with the manager. Take a quiz on company values and mission. Submit a report on first impressions in the company.
Example 4	Attend an initial meeting with the CEO. Complete a course on diversity and inclusion. Fill out a form for work preferences (schedule, environment). Submit a project proposal for the first 90 days. Take a quiz on the organizational structure. Meet the manager after 15 days to review difficulties.
Example 5	Attend an interactive presentation on the company’s history. Complete a checklist for installing essential software. Clarify benefits with HR in the designated administrative system. Set short-term goals with the manager. Complete a quiz on cybersecurity policies. Participate in a networking session with other new hires.
Example 6	Attend an orientation session on ethics and compliance. Complete a checklist to configure access to company tools. Fill out a form with professional expectations for the first year. Participate in a team meeting to introduce the new employee. Create an individual development plan with the manager. Submit feedback on the onboarding experience.
Example 7	Watch a welcome video from the leadership team. Complete a quiz on internal conduct standards. Fill out a form to request office supplies. Complete a checklist to set up the remote work environment. Set performance goals for the first six months with the manager. Participate in an interdepartmental welcome session.
Example 8	Participate in a virtual integration session with other new employees. Complete a course on time management and productivity. Confirm email creation and required access with IT. Complete a checklist to set up the profile on internal platforms. Develop a career strategy with the manager. Participate in a quiz on the company’s environmental practices.
Example 9	Watch a video on the company’s vision and strategy. Complete a quiz on the company’s value chain. Confirm access authorisations with the data owner. Create a checklist for scheduling meetings with key stakeholders. Set annual goals in collaboration with the manager. Provide continuous feedback during the first month.
Example 10	Participate in an introduction to the company’s values and culture. Complete a quiz on key safety standards at work. Clarify benefit options with HR in the designated channel. Create a long-term development plan with the manager. Complete a checklist to prepare for initial meetings. Participate in a Q&A session with the team.
Example 11	Watch a welcome video from team members. Complete a quiz on the company’s main business areas. Fill out a form to apply for leadership development programs. Complete a checklist to adapt to the work environment. Set performance expectations with the manager. Participate in a training session on effective communication.

Connect the journey to learning and the team

Learn organises content and programmes, from structured courses to short units. Learning Designer prepares content from a PDF or brief through proposal, confirmation and review. Role-Play Coach supports voice or text conversation practice before real situations.

Communities, news and digests support sharing and information. Feedback and Forms & Surveys/Insights help collect difficulties. Gamification requires appropriate criteria; points and badges do not guarantee learning or belonging.

Premium adds Talent Insights for individual context and mentoring matching support. GFoundry already suggests pairs automatically for HR review and approval. Explore agents and services and compare plans.

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Generational diversity: learning and mentoring without stereotypes

Martin Rocha — Sun, 09 Jun 2024 22:35:49 +0000

Generational diversity: understand people beyond labels

Generation X, Millennials and Generation Z are labels used to discuss historical contexts. They do not establish how someone learns, works or prefers feedback. Experience, role, life circumstances and opportunities also matter.

Use age and experience to understand access and sharing barriers without assigning motivations or technical skills to an entire group.

Ask what makes work easier

Listen to concrete needs: resources, autonomy, clarity, learning, schedules and recognition. Do not presume only younger people want feedback or that experience means resistance to change.

What difficulties do you encounter in the role?
What formats and support help you learn?
How do you prefer to discuss progress and contributions?
What conditions help balance responsibilities?

Create sharing and development opportunities

Cross-generational mentoring can connect complementary experiences. Define objectives, availability and matching criteria; allow learning in both directions. Do not choose teachers or learners by age alone.

Prepare accessible materials, support and learning time. Adapt to context and prior knowledge rather than generational stereotypes.

GFoundry connects learning, feedback and mentoring

Learn and development plans organise actions; feedback and Recognition value contributions through criteria. Communities connect interests. Learning Designer supports reviewed content creation and Role-Play Coach provides voice or text practice.

Premium Talent Insights adds individual context and supports mentoring matching; GFoundry suggests pairs automatically for HR review and approval. People Intelligence provides workforce insights. These are services, distinct from the Talent Strategist agent.

Choose a pilot with access, useful participation and development criteria. Explore agents and services and compare plans.

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Job hopping: understand moves and improve retention

Clara Costa — Fri, 07 Jun 2024 18:55:02 +0000

Job hopping: understand the context of each move

Job hopping describes frequent job changes. No interval alone distinguishes a healthy career from a retention problem. Projects, contracts, conditions and opportunities help explain each career path.

Before attributing moves to a generation or lack of commitment, listen to the reasons. Successive short contracts are not equivalent to voluntary departures from permanent roles.

Measure moves and retention with clear criteria

Define the population and period, separating voluntary exits, contract endings and internal mobility. Compare similar roles and contracts. Old percentages without sample or country context do not describe your organisation.

Consider tenure, exit reasons and access to opportunities. An aggregate rate can hide specific difficulties; avoid turning analysis into labels for individuals.

Investigate reasons the organisation can address

Unclear careers, pay, workload, leadership and expectations can affect decisions. Not every departure is avoidable or should be prevented.

Clarify the role and conditions during recruitment.
Discuss development and internal opportunities.
Review priorities, resources and leadership practices.
Gather voluntary feedback and communicate action.

Assess impacts without penalising different careers

Departures can create replacement costs and knowledge loss; new colleagues can bring useful experience. Estimate recruitment, onboarding and manager and peer time by role rather than apply a universal salary multiplier.

When hiring, ask about context and contributions. Job duration alone does not establish loyalty or professional quality.

In GFoundry, connect expectations to development

Organise onboarding through Missions and learning. Goals, Evaluation and development plans clarify expectations and follow-up actions. Recognition values contributions; Communities and communication support sharing.

Pulse tracks nine climate metrics; custom questions belong in Forms & Surveys/Insights. Use listening to choose specific actions alongside decisions about pay and working conditions.

Use talent intelligence to prepare decisions

People Intelligence and Talent Insights are Premium services: the first organises workforce insights; the second adds individual profile context. Talent Strategist is the agent for exploring talent questions.

Check sources, dates and coverage. Few logins or a career with frequent moves do not predict a departure. Anonymous responses and exit risk do not become individual Talent Insights. Explore agents and services and compare plans.

Test a response and track outcomes

Choose a problem, baseline and owners. Track desirable retention, development and experience, including costs. The GFoundry calculator estimates five gross annual benefits; assumptions and attribution need validation.

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The future of work to 2030: scenarios, skills and action

David Martins — Sat, 01 Jun 2024 10:58:55 +0000

The future of work to 2030: prepare scenarios

Forecasts help prepare decisions but do not describe observed outcomes. The World Economic Forum Future of Jobs Report 2025 examines employer expectations for 2025-2030. It replaces 2023 projections with a different horizon used in this article.

Do not combine numbers from different editions or interpret an automatable task as a job that will certainly disappear.

Consider factors beyond technology

Economic conditions, demographics, the energy transition and organisational choices also affect work. Effects vary across sectors, countries and roles.

Map three scenarios: continuity, gradual transformation and accelerated change. Describe demand, skills, resources and signals that would justify reviewing the plan.

Analyse tasks before redesigning roles

A role combines tasks, decisions and relationships. Automating one part can change responsibilities without removing the role. Assess quality, safety, exceptions and human supervision.

For example, drafting learning content with AI does not remove technical validation, audience fit or learning follow-up. This is an illustration, not a customer outcome.

Turn gaps into learning plans

Define required skills and available evidence. Prioritise relevance to work, combining learning, practice and experienced colleagues support.

In GFoundry, skills tagged in learning, recognition and evaluation contribute different signals. Course completion alone does not establish skill mastery.

Plan with a decision matrix

Instead of unsourced automation percentages, connect needs to evidence and action.

Need	Evidence to gather	Possible action
New tools	Tasks, errors and difficulties.	Learning and supervised practice.
Role changes	Responsibilities and required skills.	Development plan with the manager.
Knowledge transfer	Critical knowledge and availability.	Mentoring and documentation.
Higher demand	Capacity, workload and priorities.	Reorganisation and hiring where needed.

Track progress and quality

Set a baseline, period and owners. Combine participation and completion with observable work outcomes. Compare similar populations and record other changes.

The objective is preparing people for new demands; more clicks or learning hours alone do not establish better performance.

Review the plan as context changes

Review periodically with teams and managers. Record confirmed findings, uncertainties and decisions needing more evidence. Update learning and support needs.

Prepare managers to support the transition

Use clear goals and feedback conversations. Role-Play Coach supports voice or written practice in defined scenarios with structured feedback. Practice complements experience and human support.

Connect learning and knowledge

Learn organises content and programmes; Communities support sharing. Learning Designer prepares proposals and content from a PDF or brief, with confirmation and review before publishing. It does not automatically generate VR/AR simulations or videos.

Add context to talent decisions

Premium People Intelligence organises workforce insights and Talent Insights adds individual context. Talent Strategist explores talent questions. These are distinct uses, with sources, dates and coverage to check.

Talent Insights supports mentoring programmes. GFoundry suggests pairs automatically for HR review and approval; projects using this service require Premium.

Choose a scope you can execute

GFoundry combines learning, goals, evaluation, recognition and communication. It can replace tools for these processes and complement administrative HRIS. Integrations need defined scope; do not assume payroll, recruitment or external project management.

Start with a pilot and owners. Explore agents and services and compare plans to connect the scenario to specific capabilities.

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AI in HR: a guide to GFoundry applications, agents and services

Gabriel Costa — Thu, 23 May 2024 12:27:17 +0000

AI in HR: choose tasks, data and review

AI systems can help organise information, produce drafts and explore questions. They do not think like people or automatically learn from every request. Responses can contain errors or bias.

Start with the process: what work needs doing, which data is required and who validates the result? Measure efficiency and quality rather than assume them.

Separate market applications from GFoundry

Recruitment, payroll and CV analysis exist in the HR software market but are not native GFoundry features. In the platform, AI connects to learning, conversation practice, employee support and talent decisions.

Need	GFoundry agent	Review step
Prepare learning	Learning Designer	Confirm the proposal, generate content and review before publishing.
Practise conversations	Role-Play Coach	Define scenarios and criteria; practise through voice or text.
Find information	Workplace Assistant	Use available knowledge and confirm consequential answers.
Explore talent	Talent Strategist, Premium	Check sources, context and results before deciding.

People Intelligence and Talent Insights are services

People Intelligence organises workforce insights. Talent Insights adds individual profile context. Both are Premium services, distinct from conversational agents.

Sources, dates and coverage help interpret available information. Missing data is not zero. Anonymous responses and exit risk do not become individual Talent Insights.

Mentoring is one application: GFoundry automatically suggests pairs for HR review and approval. Projects using Talent Insights require Premium.

Governance: manage data and decisions

Define access, purposes, required data and owners. Gather information appropriate to the process and confirm contractual terms and data handling. Avoid promising absolute anonymisation or universal zero retention.

The NIST AI Risk Management Framework is voluntary risk-management guidance. It does not certify an implementation or replace applicable obligations. Consequential assessments and decisions require competent review and a way to correct errors.

Ten questions about AI in GFoundry

1. Is Gi one agent for every task?

Gi brings together AI experiences with specialised agents. Choose Learning Designer, Role-Play Coach, Workplace Assistant or Talent Strategist for the work.

2. Is learning content published without review?

No. Learning Designer starts with a PDF or brief, prepares a proposal and generates content after confirmation. Review before publishing; it does not imply automatic video generation.

3. Does Role-Play Coach support voice?

Yes. It supports voice or written practice with structured feedback in defined scenarios.

4. Which plans include credits?

Plus includes 20,000 monthly shared credits and Premium 80,000. These are organisational usage pools; consumption varies by service. Check plan conditions and additional options.

5. Does viewing dashboards use credits?

Viewing People Intelligence and Talent Insights cards does not deduct credits. Included automatic narratives sit outside the monthly pool. Requesting additional agent analysis is a separate AI request.

6. Does MCP only support queries?

Premium MCP supports queries and actions in GFoundry through configured tools, permissions and a compatible client.

7. Does AI decide mentoring pairs?

The platform suggests pairs automatically; HR reviews and approves. Talent Insights adds context and requires Premium.

8. Does the platform replace payroll?

No. It can replace learning, evaluation and recognition tools and complement administrative HRIS through defined integrations.

9. Does AI measure emotions or certainly predict departures?

Do not treat activity, voice tone or responses as a diagnosis. Analysis depends on data and context and does not offer certainty about future choices.

10. How can investment be assessed?

Compare time, quality, useful usage and outcomes in a pilot. Include licensing, implementation and follow-up; distinguish capacity freed from cash savings.

Start with one process and owners

Choose a repeated task, appropriate data and quality criteria. Test with a team, record errors and review access and content. Scale when the experience demonstrates usefulness.

AI can support preparation and execution; people decisions still require context and accountability. Explore GFoundry agents and services.

Connect the project to the right offer

Plus includes four everyday AI services and a 20,000-credit pool. Premium adds talent management, Talent Strategist, People Intelligence, Talent Insights and MCP with 80,000 credits. Compare plans and validate the scope in a demonstration.

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Meet Gi: GFoundry’s Assistant, AI Agents and Intelligence Services

Martin Rocha — Mon, 13 May 2024 19:28:41 +0000

Gi brings context to everyday answers

Gi is GFoundry’s AI assistant. It helps employees and managers find answers about HR, using the platform and knowledge made available by their organisation, according to content visibility and configuration.

For example, an employee can ask where to find an internal policy, how to complete a platform task or what training information is available. Gi uses the relevant context to prepare an answer and help identify the next step.

An assistant, specialist agents and intelligence services

GFoundry Intelligence brings together tools with different roles. Choose the one that fits the work you need to do:

Gi and AI Writing Assistant: answers to questions and support with writing. Generated drafts should be reviewed before use.
Learning Designer: turns a PDF or brief into a course proposal, then generates content after you confirm the objectives, audience and formats. It does not create new videos; it can select relevant existing videos.
Role-Play Coach: offers spoken or written conversation practice in scenarios defined by your organisation, with structured feedback.
Talent Strategist: answers questions about talent data to support analysis and decisions.

People Intelligence and Talent Insights are services, not agents. The first offers an organisational view; the second brings individual context into each person’s profile. Talent Insights can support mentor-mentee matching alongside automatic pair suggestions and HR review.

What is included in each plan?

Gi, AI Writing Assistant, Learning Designer and Role-Play Coach are available in Plus and Premium. Plus includes 20,000 shared monthly AI credits; Premium includes 80,000. Talent Strategist, People Intelligence, Talent Insights and MCP access are available in Premium. MCP supports queries and actions in GFoundry through configured tools and applicable permissions.

See the plans and included capabilities and explore the intelligence services.

Use AI with review and context

Useful answers depend on the quality and freshness of the available sources. AI can make mistakes; content for publication and decisions about people require review. For a first pilot, choose frequent questions, organise the internal sources and test the answers with their intended users.

Know more about Gi here!

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Loyalty through gamification: rules, rewards and metrics

Clara Costa — Wed, 24 Apr 2024 14:03:29 +0000

Loyalty through gamification: create reasons to return

A loyalty programme should offer real customer value and understandable terms. Gamification can organise participation and rewards but cannot compensate for weak products or poor service.

No universal profit increase follows from retention. Measure repeat purchasing, margin and programme cost in your context.

Define the behaviour and participant value

Choose relevant actions: learning to use a product, joining a community or completing a challenge. Make rules, deadlines and benefits visible. Avoid rewarding volume where quality matters.

Customer and employee programmes have different objectives and populations. GFoundry can support both, but configuration and metrics should reflect the audience.

Points, badges and coins have different roles

Points track progression; badges mark achievements. Coins can be used in Marketplace according to configured catalogue rules. Do not promise exchanging badges for money or a universal benefits provider.

GFoundry Missions and gamification rules help organise journeys. Define eligibility, limits, catalogue availability and responsibility for reward delivery.

Personalise through clear choices and rules

Adapt content and challenges to available audience, interest and context information. This does not mean the platform automatically decides every offer from purchase history or demographic data.

Help people understand terms, choose participation and ask for support. Public competition may suit one context and harm another; test individual or collective progression alternatives.

Integrate only what the programme needs

An engagement platform does not automatically replace CRM, ecommerce or ERP. Purchase events and sales data require sources and integrations with defined scope.

Before launch, confirm identifiers, updates, permissions and exceptions. Assign support, catalogue and fulfilment owners. Do not assume native integration with every system.

Connect learning and community to loyalty

For customers, useful content can improve product use and challenges can encourage participation. For employees, learning, communication and recognition support different objectives with their own rules.

A hypothetical example is a product-knowledge journey combining content and a quiz, a Mission and an available catalogue reward. Quiz completion does not automatically demonstrate sales or satisfaction.

Five indicators to track the programme

Define denominators and periods, separating programme activity from commercial results.

Indicator	Definition and source
Retention	Customers in a cohort remaining active under a defined criterion; commercial data.
Participation	Eligible participants completing a relevant action; programme data.
New members	Valid enrolments in a period, separate from new customers.
Reward usage	Redemptions relative to opportunities or available coins, using an explicit criterion.
Average order value	Order revenue / order count in the period; an external commercial source where applicable.

Include reward, operational and platform costs. Before/after comparisons can reflect campaigns or seasonality; do not attribute every difference to gamification.

Start with a manageable pilot

Choose the audience, objective, rules and catalogue. Test one journey, gather feedback and track cost and participation quality. Adjust before expanding.

GFoundry combines gamification, Missions, learning, communication and Marketplace. Compare plans and validate configuration and integrations for your programme in a demonstration.

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AppyBrain: an education project using GFoundry technology

David Martins — Sat, 30 Mar 2024 15:48:02 +0000

AppyBrain: an education project using GFoundry technology

This article presents AppyBrain as described at publication: a gamified learning tool supporting students and teachers, based on GFoundry technology. It is not a statement of current commercial conditions or an efficacy study with demonstrated outcomes.

The presentation included mobile and web access, curriculum-related quizzes and supporting resources. Project aims included knowledge development, problem-solving, autonomous learning and teamwork. These are objectives rather than guaranteed cognitive or academic improvements.

Challenges, follow-up and research

Teachers could identify difficulties and guide challenges. The presentation included class tournaments, rankings and medals with progress follow-up. Content and rule suitability depended on pedagogical work; this did not imply automatic AI adaptation.

The original article announced research with the University of Porto Faculty of Psychology and Education Sciences to assess performance, motivation and autonomy. It did not present completed findings and therefore does not establish proven efficacy.

How to interpret this case today

The application illustrates learning and gamification organised for a specific audience. For current projects, explore GFoundry learning and validate content, access, follow-up and configuration. Confirm current AppyBrain availability with its owners; the originally described school conditions are not a guaranteed current offer.

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Organisational climate: eight benefits, measurement and action

Clara Costa — Fri, 02 Feb 2024 15:16:34 +0000

What is organisational climate

Organisational climate describes shared perceptions of working practices and conditions: leadership, support, relationships, communication and recognition. It can vary across teams and over time; it is more than a daily mood.

This guide covers eight possible benefits, eight factors, nine dimensions with illustrative questions, ten tips and sixteen FAQs. Outcomes depend on context and action.

Culture vs Organizational Climate

They are often confused but they are different things. Culture is how things are done around here. Climate is how we feel about working here now.

Shared values and assumptions

Organizational Culture

What it is: Shared values, beliefs, rituals, practices, norms and behaviors.

Origin: Formed over time, influenced by history, leadership, accumulated experiences.

Change: Difficult. Requires deep review of beliefs and long-term strategic transformation.

Perceptions of practices and conditions

Organizational Climate

What it is: Perceptions, attitudes and feelings of employees about the current work environment.

Origin: Influenced by current leadership, recent management practices, events of the last weeks/months.

Change: Can change with practices and conditions, requiring consistent action and follow-up.

8 Benefits of a Good Organizational Climate

These eight dimensions help discuss possible benefits without guaranteeing outcomes.

Performance

1. Higher productivity

Clear working conditions and support can favour effective work. Check quality and outcomes in context.

Retention

2. Reduced absenteeism and turnover

Investigate conditions and departure reasons. Satisfaction does not explain all absence or guarantee retention.

Collaboration

3. Better communication and cooperation

Accessible information and respectful relationships can support coordination and sharing.

Satisfaction

4. Higher employee satisfaction

Listening and acting on difficulties helps address experience. Track satisfaction rather than assume it.

Employer Branding

5. Improved company image

Lived experience influences what people say about the organisation; avoid promising automatic talent attraction.

Innovation

6. Increased creativity and innovation

Room for questions, ideas and mistakes can support learning and innovation, with resources to execute.

Harmony

7. Less internal conflict

Clear resolution processes help address disagreement. A good climate does not eliminate conflict.

Leadership

8. Better leadership performance

Feedback on leadership practices helps managers identify what to maintain and improve.

8 Factors that Influence Organizational Climate

These eight dimensions guide investigation rather than form a universal classification.

Factor 1

Organizational Culture

Shared values, practices and expectations influence experience; differences can exist across teams.

Factor 2

Leadership

Manager decisions, support and behaviour affect working conditions.

Factor 3

Internal Communication

Clear information and opportunities for questions help reduce ambiguity.

Factor 4

Professional Relationships

Respectful relationships and difficulty-resolution processes support collaboration.

Factor 5

Autonomy

Autonomy needs objectives, resources and limits appropriate to the role.

Factor 6

Trust and Transparency

Explain decisions and follow through; communication alone does not create trust.

Factor 7

Recognition

Value contributions through understandable criteria and fair access.

Factor 8

Wellbeing and Balance

Workload, schedules, resources and physical conditions need review; do not attribute difficulties solely to individuals.

How GFoundry connects listening to action

Pulse tracks nine climate metrics with configured frequency. More extensive periodic studies explore topics in depth; custom questions can be prepared in Forms & Surveys/Insights. These approaches complement each other.

eNPS measures stated willingness to recommend the organisation as a workplace; it is not a satisfaction or loyalty diagnosis. Explain the scale, formula, population and participation. Compare periods and groups only with compatible criteria.

Use aggregates carefully to avoid exposing people in small groups. Premium People Intelligence organises workforce insights; anonymous responses do not become individual Talent Insights. Sources, dates and coverage help interpret results.

After listening, assign action: manager learning and practice, accessible information and reviews of processes and conditions. Explore agents and services and compare plans.

9 Organizational Climate KPIs with Sample Questions

GFoundry’s Engagement Thermometer organizes around 9 key metrics. The questions below illustrate these dimensions; they are not a guaranteed transcription of the fixed Pulse bank. Use Forms & Surveys/Insights for custom questions.

KPI 1

Personal Development

“Do you have enough opportunities to develop your skills?” / “How do you rate career progression opportunities?”

KPI 2

Engagement with Managers

“How do you rate communication with your manager?” / “Do you feel you receive the necessary support?”

KPI 3

Engagement with Peers

“Do you feel comfortable collaborating with colleagues?” / “How do you rate the atmosphere between you and your peers?”

KPI 4

Happiness & Satisfaction

“Are you satisfied with your current role?” / “How do you rate your level of happiness at work?”

KPI 5

Employer Branding

“Would you recommend the company as a good place to work?” / “How do you perceive the company’s reputation?”

KPI 6

Feedback

“Do you receive constructive feedback regularly?” / “Does the company value your ideas and suggestions?”

KPI 7

Work/Life Balance

“Does the company support good work-life balance?” / “How do you rate flexible work policies?”

KPI 8

Alignment

“Do you understand the company’s mission and objectives?” / “Do you feel aligned with the company’s direction and values?”

KPI 9

Recognition

“Do you feel valued for your contribution?” / “Does the company adequately recognize good performance?”

10 Tips to Improve Organizational Climate

Prioritise action according to identified difficulties; no combination guarantees transformation.

Tip 1

Promote integration

Create accessible interaction opportunities without requiring participation outside working hours.

Tip 2

Celebrate achievements

Recognise contributions with context and respect for preferences; recognition can be private.

Tip 3

Share knowledge

Organise work-related sharing and practice with time and support.

Tip 4

Experiential rewards

Define viable, fair rewards with budgets and explicit conditions.

Tip 5

Recognize efforts

Use criteria and observable examples; praise does not replace pay or conditions.

Tip 6

Open communication

Explain decisions and provide channels for questions and difficulties.

Tip 7

Regular feedback

Combine regular conversations with formal cycles where useful.

Tip 8

Improve physical space

Review physical conditions, accessibility and ergonomics with competent owners.

Tip 9

Invest in effective leadership

Prepare managers for listening, feedback and decisions; measure results rather than promise ROI.

Tip 10

Prioritize wellbeing

Review workload and priorities and provide appropriate support; a survey is not a health diagnosis.

Quick answers: 16 frequently asked questions

The most common questions HR Directors ask about organizational climate. Click to expand.

1. What are the benefits of a good organizational climate?

Employee commercial contribution: learning and opportunities

David Martins — Sun, 21 Jan 2024 16:30:14 +0000

Commercial contribution without making every role a sales role

Employees across functions can help understand needs, improve products and route opportunities. This does not mean imposing sales targets on every role or turning every conversation into a sales approach.

Define role-appropriate contributions, authorised information and routing channels. Negotiation, qualification and commercial follow-up still need designated owners.

Prepare knowledge and routing

Provide up-to-date information about the offer, limits and common questions. Explain when to involve sales and how to avoid promising unapproved conditions.

In GFoundry, Learn organises content and programmes, Communities and communication support sharing and Workplace Assistant helps with available knowledge. Learning Designer prepares proposals and content for review rather than replace technical or commercial validation.

Six useful skills for non-sales roles

Adapt these skills to the work and actual customer contact.

Skill	Application
Listening	Understand the need before suggesting a solution.
Communication	Explain confirmed information clearly.
Market context	Identify relevant questions without presenting forecasts as facts.
Product knowledge	Distinguish current capabilities, conditions and limits.
Routing	Pass opportunities to the owner through the defined channel.
Resource use	Find information and request help where needed.

Design a participation programme in GFoundry

A Forms & Surveys/Insights form can gather opportunity information through suitable fields and access. Define necessary data and a review procedure. Pipeline follow-up and sales confirmation belong in the CRM or commercial process; external data requires integration with defined scope.

Practise conversations through voice or text

Role-Play Coach supports questions, objections and routing practice in defined scenarios, with structured feedback. Check scenario information and complement practice with human support.

Reward quality through rules

Missions and gamification can support participation. Points track progress, badges mark achievements and coins can be used in Marketplace under catalogue rules. Validate outcomes before assigning rewards; a submission is not a sale.

Measure contribution and cost

Track valid opportunities, routing quality and confirmed commercial outcomes alongside participation. Include operational and reward costs. Rankings do not guarantee healthy competition or better sales.

Start with a pilot respecting roles and working conditions. Explore agents and services and compare plans.

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GFoundry introduction: our employee engagement video (2023)

Gabriel Costa — Fri, 24 Nov 2023 10:01:48 +0000

A GFoundry introduction from 2023

This video, published in November 2023, presents the idea behind GFoundry: connecting learning, participation and recognition in a shared employee experience.

Gamification with a purpose

Milestones, challenges and recognition can help make progress visible. Their value depends on the programme: the actions it encourages, how relevant it is to participants, and what managers do with the results.

Employee wellbeing and performance depend on many factors. The video’s vision is an invitation to improve that experience, rather than a guarantee that a platform makes every organisation happier or more productive.

Explore the platform as it is today

GFoundry connects learning and development, recognition, communication, goals and participation. Premium adds performance, careers and intelligence services for talent management.

Since this video, the offer has evolved to include specialised AI agents. Learning Designer helps prepare courses from a briefing or PDF, while Role-Play Coach supports spoken or written practice. People Intelligence and Talent Insights provide organisational and individual views in Premium.

Watch the original video above, then explore the current platform and AI agents and services to see what fits your project.

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Motivation and rewards: connect digital and real experiences

Martin Rocha — Sun, 19 Nov 2023 12:40:35 +0000

Motivation: connect participation to real value

Digital tools can support learning, recognition and information access. Motivation also depends on pay, conditions, leadership and autonomy. A reward programme does not replace these factors.

Design with participants: what is useful, accessible and fair across roles, schedules and locations? Avoid assuming everyone values the same reward.

In GFoundry, distinguish achievements from rewards

Missions organise journeys and actions; points track progression and badges mark achievements. Coins can be redeemed in Marketplace under configured catalogue rules. Badges are not a redemption currency.

Hypothetical example: someone completes a learning Mission, receives the defined coins and chooses an event ticket if it is in the catalogue. The organisation defines funding, availability and fulfilment; extra leave or payroll benefits are not included by default.

Recognition values contributions. Stars are private to the recipient and manager; recognition does not need to be a public competition.

Six implementation steps and six review criteria

Implementation

Define the objective and eligible population.
Listen to interests and access barriers.
Configure rules, limits and owners.
Prepare content and a feasible catalogue.
Test with a team and explain conditions.
Track outcomes and adjust before scaling.

Programme review

Action relevance to the objective.
Fair access across roles and locations.
Clear conditions and deadlines.
Sustainable reward costs.
Participation quality beyond volume.
Feedback and difficulty resolution.

Measure usefulness, quality and cost

Track relevant action completion, feedback, reward usage and outcomes tied to the objective. More clicks do not establish better performance or retention.

GFoundry connects learning, Missions, recognition, communication and Marketplace. Compare plans and use the calculator to explore five gross annual benefits. Validate assumptions and overlaps; time freed is capacity rather than necessarily cash savings.

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Skills management: catalogue, evidence and development

Clara Costa — Tue, 31 Oct 2023 11:18:37 +0000

Skills management: decide what to develop

Skills management connects organisational needs to what people need to know and do. A clear catalogue, learning and evaluation evidence and development conversations help choose priorities. Classifying people as technical, human or conceptual is not a complete description of the skills required for a role.

Start with a concrete problem: prepare a team for a new operation, develop future managers or identify learning needs. Aim for explainable decisions rather than permanent labels for people.

Define understandable skills and levels

Identify relevant technical and behavioural skills. Describe levels through observable examples. Involve role owners and review the catalogue when tools, processes or responsibilities change.

Give each skill a clear name and definition.
Avoid duplicate entries and terms that mean different things across teams.
Explain criteria and who can record or review evidence.
Define development priorities and owners.

A recorded level is not professional certification and does not determine role suitability on its own.

Combine sources without treating signals as equivalent

GFoundry Skills Mapping uses catalogue skills and sources with their own rules. Learn, Recognition and Evaluation can contribute to the available picture. Skills Mapping documentation explains the workflow.

Finishing a video, opening a PDF, answering a quiz and receiving an evaluation provide different evidence. Recognition can add skill-related endorsements; completed evaluations can add ratings for associated skills. Consider quality, dates and coverage rather than interaction counts alone.

Practice, workplace observation and manager conversations remain important. One quiz does not certify mastery; missing data does not demonstrate a lack of skill.

Turn gaps into actions with follow-up

Choose a few priorities and combine learning, practice, feedback and application opportunities. Development plans need actions, owners, deadlines and follow-up criteria. Review progress and adjust the journey.

Five challenges and practical responses

An oversized catalogue: start with priority roles and needs.
Inconsistent criteria: align examples and prepare evaluators.
Limited evidence: state the limits and collect appropriate signals.
Concern about evaluation: explain the purpose and discuss context.
Learning without application: combine content with practice and follow-up.

Use the map to start a conversation

The Skills Mapping dashboard supports reading skill coverage by population, period and available filters. Its heatmap organises the picture into five levels. Check what each signal means and where it comes from before comparing teams.

Platform activity is not a synonym for potential, productivity or promotion readiness. Roles, access and learning opportunities affect records. Career decisions need context and human review.

Connect development to talent management in GFoundry

Learn organises content and programmes; Evaluation supports performance and development. Learning Designer prepares courses from a PDF or brief through proposals, confirmation and review. Role-Play Coach supports voice or text conversation practice with structured feedback.

Premium adds individual context through Talent Insights and workforce insights through People Intelligence. Talent Strategist is the agent for exploring talent questions. Talent Insights can support mentoring matching; GFoundry automatically suggests pairs for HR to review and approve.

Bring a real skill and learning journey to a demonstration. Explore agents and services and compare plans. Define what you need to track and how you will check workplace application.

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Human resource management: a guide to processes, metrics and software

David Martins — Tue, 05 Sep 2023 15:05:45 +0000

Human resource management: connect people, processes and decisions

Useful HR processes clarify responsibilities, support working conditions and sustain development. This guide organises concepts, skills, metrics and software choices while distinguishing HR responsibilities from platform capabilities.

GFoundry combines learning, evaluation, goals, feedback, recognition and participation. It can replace tools for these processes and complement administrative HRIS. Define how technology, owners and management practices will work together before implementation.

Management concepts and resources

Management involves setting priorities, organising resources, following execution and reviewing decisions. “Administration” and “management” have different uses across organisations; there is no universal division between a purely bureaucratic function and an exclusively strategic one.

Resource	Example decision
People	Responsibilities, working conditions and development.
Financial	Budget and initiative costs.
Material	Equipment and conditions of use.
Information and technology	Data quality, tools, access and maintenance.

The HR manager’s role

Connect business needs and people’s experience. Involve operational managers, assign owners and follow through on decisions. HR alone cannot resolve workload, priorities or leadership difficulties.

Functions and responsibilities

Planning, organising, directing and controlling are a classical management framework useful for structuring work. They are not an exhaustive description of current HR responsibilities.

Planning: define needs, goals, resources and timelines.
Organising: assign responsibilities and establish processes.
Directing: communicate priorities, support people and resolve obstacles.
Controlling: monitor outcomes and improve processes using evidence.

HR responsibilities extend beyond an application

Recruitment, contracts, pay, payroll, employee relations, learning and development may fall within HR’s remit. Software selection should identify which system serves each process. GFoundry should not be presented as an ATS, payroll or attendance system.

Skills for working in HR

Integrity, listening, flexibility and problem analysis help build useful processes. Assess observable behaviour and work rather than seek a “personality type” that guarantees performance.

Skill	Observable application
Communication	Explain a decision and check understanding.
Leadership	Clarify responsibilities and support execution.
Critical analysis	Distinguish evidence, hypotheses and missing information.
Empathy	Listen to perspectives before suggesting a response.
Organisation	Follow commitments, timelines and dependencies.

Develop these skills

Combine actual work, learning, practice and feedback. Role-Play Coach supports voice or written rehearsal with structured feedback. Scenarios and criteria should reflect the work situation; practice alone does not certify skills.

Motivation, engagement and working conditions

Motivation, satisfaction and engagement are related but distinct. Pay, resources, relationships, meaning and opportunities can influence experience. More points, logins or event participation do not establish stronger commitment to work.

A framework for thinking about motivation

Self-Determination Theory considers autonomy, competence and relatedness as three basic psychological needs. This framework helps formulate questions about context; it is not an exhaustive list of every individual’s motives.

Need in this framework	Question for a manager
Autonomy	Does the person understand options and have appropriate scope to decide?
Competence	Do resources, practice and feedback support the work?
Relatedness	Does the person experience support and respect in working relationships?

Clarify goals and priorities.
Provide development and support for application.
Recognise specific contributions using fair criteria.
Review workload, schedules and resources with the people doing the work.

Recognition and Communities support appreciation and participation. Stars are private to the recipient and manager. These practices complement working conditions and pay.

Human capital and people development

“Human capital” describes knowledge, skills and experience from an economic perspective. “Human resources” may refer to people, the function or management processes. Development should also consider individual goals, conditions and opportunities without reducing people to a score.

Move from assessment to action

Define needs, available evidence and practice opportunities. Agree development actions, owners and review. Responsible GFoundry users can manage objectives and development plans; these do not automatically emerge from any conversation.

Current HR challenges

Distributed work, inclusion, skills continuity and retention require contextual responses. Do not infer individual preferences from age or generation. Listen to actual difficulties and assess who is excluded from information, learning and opportunities.

Use data and AI for a clear purpose

Choose useful questions, available sources and appropriate access. Data should support investigation and decisions reviewed by responsible people. Digital activity cannot diagnose health or certainly predict who will leave.

The pandemic forms part of the historical context of work transformation. Looking ahead requires distinguishing study expectations from observed outcomes. Explore work and skills scenarios to 2030 and the AI in HR guide.

HR metrics: define before comparing

Each indicator needs a purpose, population, period, source and formula. Align these rules before comparing systems. Do not replace unknown information with zero.

Area	Indicators and interpretation
Recruitment	Vacancy time to fill and candidate time in process have distinct starting points. Document dates, costs and quality criteria.
Retention	Turnover: departures during a period / average headcount during that period. Cohort retention uses the original population.
Engagement and climate	Questions, participation and coverage belong alongside results. eNPS measures willingness to recommend rather than all of work experience.
Productivity	Interpret delivery and quality against resources, role and conditions. Hours or logins do not establish commitment.
Learning	Separate participation, completion, application and outcomes. Participation is neither financial return nor proof of mastery.
Inclusion	Compare access and progression using suitable populations and protection for small groups.
Wellbeing	Listen to working conditions; administrative absence data or isolated responses are not clinical diagnoses.
Investment value	Estimate attributable benefits and complete costs, avoiding double counting.

Definition example: eNPS

Under the usual 0–10 recommendation convention, eNPS = percentage of promoters (9–10) minus percentage of detractors (0–6). Responses of 7–8 remain in the response population but not these groups. Explain the question, coverage and period; the result does not diagnose individuals.

How GFoundry helps

Pulse tracks nine climate metrics with configured frequency. Forms & Surveys/Insights supports custom questions. People Intelligence in Premium organises workforce insights with context and data availability. Anonymous survey responses should not become individual insights.

The GFoundry calculator presents five gross annual benefits: tools, HR time, manager time, productivity and turnover. It does not deduct investment; validate costs, attribution and overlaps before calculating net ROI.

Learning connected to work

Start with role needs, available evidence and the intended outcome. Choose traditional learning, microlearning, practice or a blended journey according to purpose rather than presumed fixed “learning styles”.

Define audience, goals and criteria.
Prepare content and practice opportunities.
Establish who follows up and provides feedback.
Assess application at work beyond completion.
Review the journey as priorities or needs change.

Courses, practice and development plans

Learn organises content and journeys. Learning Designer prepares a proposal from a PDF or brief; confirm, generate and review content before publishing. Role-Play Coach adds voice or written practice. Goals and IDPs connect the journey to follow-up.

Mentoring and talent management in Premium

Talent Insights presents individual profile context and supports mentoring programmes. GFoundry suggests pairs automatically for HR review and approval. Mentoring projects using Talent Insights need Premium. Pair selection should consider context, availability and goals.

Standard, 360-degree and Feedback 360-degree evaluations can coexist with regular follow-up. Course completion or a badge is not a professional qualification.

Choose software by the process it needs to serve

A category name does not guarantee identical scope across vendors. Compare capabilities, responsibilities, data, implementation and integrations. This table separates needs; it does not describe eleven native GFoundry modules.

Category	Scope to verify
Administrative HRIS	Administrative records, contracts and payroll depending on product.
Talent management	Skills, performance, development, careers and succession.
LMS	Content, journeys, programmes and learning follow-up.
Performance	Cycles, goals, criteria and development conversations.
Benefits	Benefits administration, distinct from a rewards catalogue.
Attendance	Time, absence and administrative rules.
Engagement	Listening, recognition and participation with follow-up action.
Onboarding	Integration journeys, tasks and owners.
ATS	Vacancies, applications and selection.
People analytics	Sources, indicators, filters, coverage and interpretation.
Employee experience	Work experience and access to processes within a defined scope.

Where GFoundry fits

It combines learning, evaluation, goals, recognition, feedback and communication. It can consolidate tools for these processes and complement administrative HRIS. Marketplace manages programme rewards rather than benefits or pay administration.

AI agents and services

Learning Designer prepares proposals and content; Role-Play Coach supports practice; Workplace Assistant answers using available knowledge. In Premium, Talent Strategist explores talent questions. People Intelligence and Talent Insights are intelligence services rather than agents.

Premium MCP supports queries and actions through configured tools, permissions and a compatible client. Integrations need defined scope. Plus includes 20,000 shared monthly AI credits; Premium includes 80,000. Explore AI capabilities and compare plans.

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Pulse surveys: workplace climate, context and action

Gabriel Costa — Tue, 22 Aug 2023 11:31:40 +0000

Pulse surveys: listen, understand and act

Pulse surveys are short, recurring collections of employee feedback. They can track a change or observe workplace climate over time. Longer surveys remain useful for exploring topics in depth; the approaches can complement each other.

Shorter surveys do not guarantee more responses or better diagnosis. Relevance, trust, access and what happens after people respond affect participation.

What the numbers show and what they cannot explain

Choose indicators and a frequency that allow action. Compare compatible populations and periods. Check participation and coverage before interpreting averages; changes in who responds can change the result.

Define the question you want to answer.
Keep comparison criteria consistent.
Distinguish customer NPS from employee eNPS.
Do not turn satisfaction, few responses or logins into a health diagnosis.

A score describes collected responses. It does not automatically identify causes, true emotions or an individual’s intention to leave.

Use comments to develop hypotheses

Open questions can reveal difficulties that a scale misses. Read context, identify themes and discuss action. Comments may not represent the entire population; sentiment analysis is not an infallible reading of emotions.

Hypothetical example

After a process change, feedback suggests less clarity about priorities. HR speaks with teams, finds conflicting instructions and publishes an updated source. The next collection tracks understanding and participation. This illustrates a process, not customer results.

GFoundry Pulse tracks nine workplace climate metrics

Pulse uses nine defined metrics to track climate and engagement, with configurable frequency. Use Forms & Surveys/Insights for your own questions and specific feedback collections. Configuring cadence is different from freely changing Pulse metrics.

Choose the tool around the purpose: recurring climate tracking, learning evaluation or process questions. Confirm visibility, permissions and anonymity for each collection rather than assume every format is anonymous.

Make the response to feedback visible

Share what you heard, what will happen, who owns it and when you will follow up. Segmentation, communication, digests and configured automations can support audiences and cadence. Feedback and manager conversations can explore difficulties further.

Premium People Intelligence adds an organised workforce view. Talent Insights provides individual context: anonymous survey responses and exit risk do not become individual insights in that profile. Explore intelligence services.

Start with a question and a decision

Design a simple collection and commit to responding. Avoid repeated requests without capacity to act or pressure to participate. Check whether people understand changes and whether identified difficulties are being addressed.

GFoundry connects listening, communication, learning and development. Compare plans and bring a real use case to a demonstration to confirm tools, configuration and follow-up.

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140 practical OKR examples for 14 business areas

Martin Rocha — Mon, 21 Aug 2023 14:33:36 +0000

140 illustrative examples to adapt

These are not real case studies or benchmarks. Each area presents ten objectives with one possible key result. A complete OKR may need two or three complementary results. Adapt targets to baseline, population, source and deadline; values are not financial recommendations or performance guarantees.

Distinguish initiatives, such as launching a course or tool, from outcomes such as validated learning or less waiting. Use a quarter as a reference period where none is stated and protect quality to avoid shortcuts. Percentage improvements are relative to baseline unless percentage points are specified.

10 OKR Examples for Learning & Development

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Enhance employee onboarding process	Reach 95% initial learning completion in the first month.
Boost advanced skill training	Reach 80% validation pass rate for three priority skills.
Expand eLearning offerings	Increase useful participation in catalogue content by 20%.
Promote continuous learning	Reach 70% participation in the defined programme.
Strengthen leadership development	Reach 90% completion of planned manager practice.
Improve training feedback loop	Reach mean satisfaction of 4.5/5 with defined response coverage.
Increase training accessibility	Reach 95% essential task completion in mobile usability tests.
Drive cross-functional training	Reach 80% correct resolution of cross-team cases.
Enhance learning analytics	Have completion and validation evidence available for all in-scope courses.
Foster a culture of learning	Reach 70% recurring participation in the learning journey.

10 Great OKR Examples for E-commerce

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Boost monthly sales	Increase monthly revenue by 15% with a defined minimum margin.
Enhance website user experience	Reduce abandonment of essential tasks by 20%.
Expand product range	Reach 100 qualified purchases of the new products.
Improve customer service responsiveness	Respond to 95% of queries within two hours.
Increase repeat purchases	Increase the share of repeat purchasers by 10%.
Optimize mobile shopping experience	Increase mobile conversion by 8% relative to baseline.
Strengthen brand awareness	Increase brand searches by 20%.
Enhance product page content	Reduce queries caused by incomplete product information by 20%.
Reduce cart abandonment	Reduce cart abandonment by 5% relative to baseline.
Streamline checkout process	Reduce median checkout time by 10% without reducing success.

10 Great OKR Examples for Call Centers

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Enhance first-call resolution	Reach 85% first-contact resolution.
Improve customer satisfaction	Reach 90% CSAT with a defined sample.
Boost agent productivity	Reduce mean handling time by 15% while maintaining quality and resolution.
Expand agent training programs	Reach 85% product knowledge validation pass rate.
Decrease call abandonment rate	Reduce abandoned calls below 5%.
Streamline call routing efficiency	Correctly route 95% of calls in the reviewed sample.
Strengthen feedback collection	Collect feedback from 80% of eligible customers without response pressure.
Enhance technical support quality	Resolve 90% of in-scope issues within 24 hours.
Minimize downtime	Maintain 99.9% availability for the defined service.
Improve internal communication	Reach 95% access to essential information among agents.

10 Great OKR Examples for Customer Success

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Improve overall customer satisfaction	Reach NPS of 75 with defined coverage and scale.
Enhance onboarding experience	Reduce time to first value by 20% for 90% of new clients.
Boost customer retention	Reach 95% retention in the defined population.
Expand customer education	Reduce recurring queries by 20% after educational resources.
Minimize churn due to product-related issues	Reduce churn associated with confirmed product issues by 10%.
Strengthen client feedback loop	Collect feedback from 80% of in-scope clients and respond to priority themes.
Optimize support response time	Provide first response to 95% of tickets within two hours.
Increase upsell and cross-sell opportunities	Reach 15% adoption of suitable expansions in the defined customer group.
Enhance client communication	Reach 40% useful reading of the defined communication.
Streamline account management processes	Reduce median case resolution time by 15%.

10 Great OKR Examples For Product Management

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Launch a successful new product version	Reach 10,000 qualified activations of the new version.
Enhance user engagement	Increase use of the main product task by 20%.
Minimize product bugs and issues	Reduce confirmed defects per usage by 50%.
Expand product feature set	Reach 60% adoption of three priority features.
Improve user feedback collection	Review feedback from 500 users and address priority themes.
Optimize product onboarding process	Reduce onboarding abandonment by 25%.
Strengthen product-market fit	Reach 90% satisfaction in the defined target population.
Boost collaboration with sales and marketing	Reduce rework caused by misaligned requirements by 20%.
Improve product support and documentation	Reduce basic support queries by 30%.
Drive innovation in product design	Improve task success in design tests by 15%.

10 Great OKR Examples for Software Development Teams

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Accelerate software delivery	Reduce median lead time by 10% while maintaining Sprint length.
Enhance code quality	Reduce confirmed production defects by 40%.
Improve team collaboration	Reach 95% collaboration satisfaction with a defined sample.
Optimize software testing process	Increase priority test coverage by 20% while checking test quality.
Expand technical documentation	Reach 90% success in tasks using the documentation.
Boost software security	Resolve 95% of critical vulnerabilities within security-approved deadlines.
Strengthen customer feedback loop	Address five priority feedback themes and verify improvement.
Advance team skills and knowledge	Reach 85% technical practice pass rate after learning.
Drive innovation and research	Validate two hypotheses with user evidence and documented decisions.
Enhance software performance optimization	Improve p95 latency by 15% under the defined load scenario.

Measure flow through lead time; Sprints have a fixed length under the Scrum Guide.

10 Great OKR Examples For Design Teams

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Enhance UX design	Increase main task success by 20%.
Improve UI aesthetics	Reach visual clarity rating of 4.5/5 in the defined sample.
Streamline design collaboration	Reach 95% adoption of applicable design system components.
Boost design productivity	Reduce revisions caused by incomplete requirements by 30%.
Expand design skills	Reach 85% pass rate in practical design skill validation.
Enhance user engagement through design	Increase completion of the main action on redesigned pages by 15%.
Improve accessibility in designs	Resolve priority barriers in essential flows, checked through automated and manual tests.
Incorporate user feedback	Address five priority feedback themes and validate with users.
Drive innovative design solutions	Validate three design hypotheses through tests and documented decisions.
Optimize design tools and software	Reduce tool or access waiting by 25%.

Automated tools do not certify accessibility. WAVE documentation explains the need for human evaluation; combine automated, keyboard and assistive technology checks in relevant flows.

10 Great OKR Examples For Startups

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Drive revenue growth	Increase MRR by 25% with defined revenue and cancellation criteria.
Boost user acquisition	Reach 10,000 newly activated users, not registrations alone.
Improve product-market fit	Increase target population retention by 40% relative to baseline.
Optimize operational efficiency	Reduce operating costs by 15% while maintaining service levels.
Strengthen team dynamics	Reach 90% team satisfaction with defined coverage.
Enhance customer satisfaction	Reach NPS above 60 in the defined population.
Expand product offerings	Reach 50% adoption of two priority features.
Secure investment	Obtain one million dollars in funding within the period, without treating it as guaranteed.
Build brand awareness	Increase qualified organic visits by 30%.
Enhance tech infrastructure	Maintain 99.9% availability for the defined service.

10 Great OKR Examples For Law Firms

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Enhance client satisfaction	Reach 90% client satisfaction with a defined sample.
Expand firm’s service areas	Reach ten clients in the new practice areas.
Boost firm’s efficiency	Reduce administrative waiting in comparable cases by 20%.
Grow the client base	Obtain 50 new clients while respecting applicable professional rules.
Enhance attorney skills and knowledge	Reach 90% practical case pass rate after learning.
Strengthen the firm’s digital presence	Increase qualified organic enquiries by 25%.
Optimize financial management	Reduce overhead costs by 10% while preserving service quality.
Expand geographically	Reach ten clients in the new location.
Deepen community engagement	Support three eligible pro bono cases with reviewed quality.
Enhance internal communication	Reach 80% understanding of priority internal updates.

10 Great Retail Store Operations OKR examples

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Boost in-store sales	Increase monthly sales by 15% with a defined minimum margin.
Improve customer experience	Reach 95% positive feedback with a defined sample.
Enhance inventory management	Reduce stock-out incidents by 30%.
Streamline staff scheduling	Reduce avoidable overtime by 20% while maintaining appropriate coverage.
Expand product offerings	Reach 100 purchases from three new product lines.
Optimize store layout	Increase mean basket value by 10% without reducing conversion.
Strengthen supplier relationships	Reduce procurement costs by 5% while maintaining quality criteria.
Enhance store security	Reduce confirmed losses by 20% using proportionate controls.
Boost online-to-offline sales	Reach 200 monthly pickups and 95% on-time fulfilment.
Engage in community events	Obtain 100 qualified contacts from local initiatives.

10 Great OKR Examples of Telecom Services OKRs

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Expand network coverage	Increase covered population in priority areas by 10%.
Boost service reliability	Keep monthly downtime below 0.5% in the defined scope.
Enhance customer service experience	Reach 90% post-contact satisfaction with defined coverage.
Introduce new service plans	Reach 100 suitable SME subscriptions to new plans.
Optimize network traffic	Reduce peak-time congestion by 20%.
Enhance cybersecurity measures	Resolve 95% of critical vulnerabilities within security-approved deadlines.
Expand international roaming partners	Reach roaming coverage in ten priority regions with defined criteria.
Reduce customer churn rate	Reduce churn by 15% relative to baseline.
Drive digital transformation	Reduce response time by 20% without reducing resolution or human access.
Improve staff training and expertise	Reach 85% technical practice pass rate after learning.

10 Great Examples of Growth OKRs

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Expand market presence	Reach ten clients in each of three priority regions.
Boost revenue growth	Increase annual revenue by 20% with a defined minimum margin.
Enhance product portfolio	Reach 100 qualified purchases of new products for validated needs.
Strengthen online visibility	Double qualified organic visits within the defined period.
Optimize customer retention	Reduce churn by 10% relative to baseline.
Scale up team expertise	Reach 85% practical validation pass rate for priority skills.
Maximize operational efficiency	Reduce operating costs by 15% while maintaining quality.
Forge strategic partnerships	Reach ten clients from suitable partnerships.
Diversify revenue streams	Reach 10% of revenue from validated new models.
Enhance brand reputation	Reach NPS above 70 in the defined population.

10 Great OKR Examples For Marketing Teams

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Boost brand visibility	Increase qualified brand mentions by 30%.
Optimize campaign performance	Increase CTR by 25% while maintaining conversion and lead quality.
Expand audience reach	Obtain 10,000 subscribers with valid consent.
Enhance content engagement	Increase completion of useful blog actions by 20%.
Maximize ROI on paid ads	Reduce cost per qualified conversion by 15%.
Strengthen influencer collaborations	Obtain 100 qualified conversions from partner campaigns.
Refine SEO strategy	Increase qualified organic clicks by 20%.
Promote customer testimonials	Obtain 50 authentic customer reviews without fabricating testimonials.
Amplify social media presence	Increase relevant reach by 20% and defined engagement to 5%.
Develop a new market segment	Obtain 10,000 qualified leads in the selected needs-based segment.

10 Great OKR Examples For Financial Departments

Choose measures relevant to your operation and confirm criteria and owners.

Objective	Illustrative key result
Optimize budget allocation	Reduce operating costs by 10% while maintaining service levels.
Enhance revenue streams	Increase revenue by 20% with defined margin and population.
Strengthen financial forecasting	Reduce absolute percentage forecast error to 5% in the defined scope.
Review investment exposure and risk	Review all exposures against the risk policy without promising returns.
Improve accounts receivable	Reduce overdue invoice value by 30% using defined criteria.
Improve tax compliance	Submit all in-scope tax obligations on time with validation.
Streamline expense management	Reduce median expense processing duration by 25%.
Promote financial literacy	Reach 85% practical financial literacy pass rate.
Minimize financial risks	Reach liquidity for three months of costs under the approved policy.
Automate financial processes	Reduce processing time by 15% without increasing errors.

Connect objectives to people, actions and follow-up

GFoundry Goals organises objectives and recorded progress. Evaluation, feedback and development plans support discussion of obstacles and next steps. Learn connects needs to learning; Role-Play Coach supports voice or text conversation practice.

Commercial, financial, technical and operational sources remain in appropriate systems. Confirm each integration, update process and owner. Gamification needs configured rules and should not turn sensitive measures into competitions or promise automatic results.

Premium adds Talent Strategist and People Intelligence and Talent Insights services for analysis and talent context. Explore agents and services and compare plans.

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Software development OKRs: five practical examples

Clara Costa — Mon, 07 Aug 2023 15:03:11 +0000

Software OKRs: objectives with observable outcomes

OKRs can connect development priorities to verifiable business outcomes. An objective describes the desired change; key results define how progress will be tracked. Meetings, tool deployment and audits are initiatives rather than automatic evidence of impact.

Choose measures with quality and context

Define baseline, period, source and owner. Balance speed with quality, reliability and customer experience. Rewarding only code volume, releases or speed can encourage shortcuts.

The Scrum Guide defines Sprints as fixed-length events of one month or less. Track lead time and waiting to improve flow rather than treat shorter Sprints as an automatic improvement.

Five hypothetical examples to adapt

The values below are illustrative targets, not benchmarks or customer results. Use a quarter as a reference period and adjust for service, risk and baseline.

Objective	Three possible key results
Improve delivery flow	Reduce median code review waiting from 3 days to 1 while maintaining review criteria. Increase completed deliveries by 20% without increasing change failures. Reduce median deployment duration by 30% without reducing success rates.
Improve quality	Reduce confirmed production defects by 25% using consistent criteria. Increase unit test coverage from 70% to 90% in the defined scope while reviewing test quality. Reach 95% first-review story acceptance without lowering acceptance criteria.
Improve customer experience	Reduce unplanned downtime by 50% for the defined service. Reduce mean resolution time for comparable incidents from 48 to 24 hours. Increase CSAT from 3.5 to 4.5 out of 5 while tracking response coverage and sample.
Reduce obstacles to work	Reduce avoidable waiting by 20% while protecting review, collaboration and learning. Increase completed committed items from 80% to 95% without reducing quality or inflating estimates. Reduce median lead time for comparable stories from 10 to 7 days.
Improve risk controls	Resolve 90% of critical vulnerabilities within security-approved deadlines, with exceptions managed. Increase applicable controls with validated review evidence from 85% to 98%. Reach 100% coverage of the enhanced authentication policy for in-scope systems, with documented exceptions.

Track results without making everything a competition

Use check-ins to discuss progress, obstacles and context. Reassess targets when scope changes. Audits and enhanced authentication can support improvements without guaranteeing the absence of vulnerabilities.

GFoundry connects goals to follow-up and development

Goals organises objectives and recorded progress. Evaluation and development plans connect performance conversations to action. Learn and Role-Play Coach support learning and practice, including voice or text conversations.

Engineering metrics still depend on their sources. Confirm integrations with repositories and project tools by scope, fields, permissions and update frequency; native Jira integration is not implied. Gamification requires configured rules and should avoid rewarding shortcuts.

Premium adds Talent Strategist, People Intelligence and Talent Insights for talent analysis and context. These do not replace technical monitoring. Explore AI capabilities and compare plans.

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Organisational resilience: people, processes and development

David Martins — Sat, 29 Jul 2023 11:13:08 +0000

Organisational resilience: prepare people and processes

Resilience is the ability to respond to difficulties and adapt operations. It depends on resources, responsibilities, knowledge and decisions rather than solely on the willingness of people to endure pressure.

The original article drew on State of Organizations 2023, a historical report. The 2026 edition addresses technology, economic disruption and workforce changes. Study expectations and responses are not universal descriptions of every organisation.

Start with critical tasks and a viable plan

Identify what needs to keep working, who decides, who covers unavailable colleagues and which information must be accessible. Prepare scenarios with owners and escalation criteria.

GFoundry can support communication, learning and development. It does not replace business continuity, cybersecurity, emergency management or clinical advice.

Thirteen areas to guide action

Choose priorities based on actual difficulties rather than treat a checklist as a resilience guarantee.

Leadership: clarify decisions and difficulty-reporting channels.
Learning: develop relevant skills through time and practice.
Mentoring: support knowledge transfer with agreed availability.
Work organisation: review schedules and modality according to roles.
Support: provide suitable resources and competent channels.
Feedback and recognition: use examples and clear criteria.
Expectations: clarify responsibilities and required resources.
Improvement: enable proposals and solution testing.
Inclusion: review access and participation barriers.
Preparation: practise procedures with specialist owners.
Rest: respect breaks and review workload and priorities.
Environment: address harassment and conflict through appropriate processes.
Development: create opportunities with understandable criteria.

Prepare learning and practice through GFoundry

Learn organises content and programmes; Learning Designer prepares proposals and drafts from a PDF or brief with confirmation and review. Role-Play Coach offers voice or written practice for relevant conversations such as prioritisation or feedback.

Missions can bring programme actions together and Communities support sharing. Content completion is participation evidence rather than automatic proof of skill or emergency readiness.

Connect skills to development and mentoring

Use skills, evaluation and development plans with defined sources and criteria. Premium Talent Insights adds individual context and supports mentoring; the platform automatically suggests pairs for HR review and approval.

People Intelligence organises workforce insights and Talent Strategist explores talent questions. These resources support decisions rather than demonstrate that a small percentage of people produces almost all organisational value.

Listen to conditions without diagnosing people

Pulse tracks nine climate metrics; Forms & Surveys/Insights supports custom questions. Combine listening with action on resources, priorities and working conditions.

Few logins or survey answers cannot diagnose burnout. Do not treat mental health as a performance score. Health concerns need appropriate channels and professionals.

Measure what changed

Choose a process, baseline and period. Track quality, time, critical-role coverage and completed development actions. Record other interventions before attributing results to the platform.

The GFoundry calculator estimates five gross annual benefits. Validate assumptions, costs and overlaps; capacity freed is not necessarily cash savings. Explore agents and services and compare plans.

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Employee feedback: a guide with models and examples

Gabriel Costa — Fri, 28 Jul 2023 13:20:48 +0000

Employee feedback: information for discussion and improvement

Feedback describes observations about work, behaviour and conditions. It can recognise contributions, clarify expectations and prepare improvement actions. It does not guarantee motivation or retention; effects depend on conversation quality and follow-up.

Distinguish individual feedback, performance evaluation and organisational listening. They have different objectives, sources and access rules. Examples here are hypothetical rather than company testimonials or outcomes.

Six feedback formats and their limits

A format structures a conversation rather than make interpretation automatically objective. The Center for Creative Leadership SBI model uses situation, behaviour and impact and invites exploration of intent.

Format	Careful use
SBI	Situation, observable behaviour and impact. Ask about perspective and intent before concluding.
360-degree	Several relevant sources with defined coverage and confidentiality; not a complete or bias-free view.
Sandwich	Praise, criticism and praise. Can dilute the message; beginning and ending with praise is not mandatory.
Canvas	A visual aid organising observations, context and actions. Different versions exist without one universal definition.
Kudos	Appreciation of a contribution rather than a substitute for improvement feedback.
Wall	A physical or digital contribution space with rules and moderation. Anonymity depends on the mechanism, not its name.

Prepare 1:1 conversations with objectives and questions. Feedforward adds future suggestions without ignoring past evidence. Regular feedback complements formal reviews where useful.

Give and receive evidence-based feedback

Choose a suitable moment, describe facts and separate observed impact from inference. Ask for perspective, clarify difficulties and agree support, action and a deadline. There is no need to react immediately to every situation without preparation.

When receiving feedback, request examples and context. Listening does not require agreement with incorrect information: clarify differences and suggest checking facts. Appearance, breaks or emotional expression are not performance evidence.

Twelve illustrative examples in six contexts

Adapt these templates to evidence, role and period; do not copy numbers or events that did not occur.

Context	Example A	Example B
Recognise quality	In the June report, you identified three discrepancies before delivery. The review avoided rework; keep and share the checklist.	In Tuesday presentation, you explained the change through an example and checked questions. That helped the team prepare its next step.
Improve delivery	Two deliveries this month lacked the agreed validation. Let us review blockers and agree an intermediate review on the next project.	At yesterday meeting, three people could not finish their contribution. Next time, let us allow each person to finish before responding.
Request manager support	I have two deliveries with the same deadline and insufficient capacity. Can we agree priorities and what will be postponed?	I do not have the access needed to complete this task. Can you help identify an owner and a resolution deadline?
Follow up onboarding	You completed the two agreed tasks. Which information or support is missing for the next stage?	Access configuration delayed work during the first week. Let us confirm the owner and review this stage for future starters.
Give organisational feedback	Last month, I received different versions of the procedure. I suggest one source with an update date and owner.	I would like dedicated time to practise the training content. Could we test a supported session next week?
Follow up development	You used the checklist in the last two deliveries without the previously identified errors. Let us follow another cycle.	The development action has not started. Are the deadline, resources and support still appropriate or should we review them?

In GFoundry, connect feedback to action

Feedback organises scopes and forms for sharing and requests according to configuration and permissions. Evaluation organises Standard, 360-degree and Feedback 360-degree cycles; self-assessment, manager assessment and goals are components according to the cycle.

Connect observations to development plans. Learn supports training and Role-Play Coach offers voice or written practice in defined scenarios with structured feedback. Recognition values contributions; Stars are private to the recipient and manager.

Premium People Intelligence and Talent Insights add organisational and individual context. Talent Strategist is the agent for exploring talent questions; services do not replace conversations or decide reviews. Explore agents and services and compare plans.

Gather, analyse and respond

For organisational listening, Pulse tracks nine metrics; Forms & Surveys/Insights supports custom questions. Explain purpose, access and confidentiality. Digital tools do not guarantee anonymity by default; small groups and free text can allow identification.

Choose questions and population according to the objective.
Track participation, coverage and context.
Look for patterns without assigning anonymous responses to individual profiles.
Define priorities, owners and deadlines.
Communicate changes and decisions still needed.

Do not attribute turnover reductions or productivity gains to feedback without analysing other factors. More responses and requests do not automatically mean better work.

Feedback questions

Do I need software for a conversation?

No. Software can organise requests, cycles and follow-up at scale but cannot replace preparation, listening and decisions.

Must feedback always start with praise?

No. Use a clear, respectful message with evidence. Artificial praise can confuse its purpose.

Does 360-degree feedback remove bias?

No. Sources, criteria, coverage and relationships affect responses; prepare participants and review differences.

How should conflict or harassment be handled?

Use dedicated channels and processes. A comment template cannot replace investigation, protection and competent follow-up.

Can annual reviews and continuous feedback coexist?

Yes. Formal cycles summarise a period; regular conversations support actions and difficulties.

Does anonymous feedback enter Talent Insights?

Anonymous responses do not become individual profile insights. Explain each process rules.

Is there one classification of feedback types?

No. Models classify purpose, timing or format differently; explain the model you use.

Is the module free without limits?

Do not describe the offer this way. Base is free for up to five users; check plan scope and conditions for the project.

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Employee engagement and performance: measure and act with GFoundry

Martin Rocha — Thu, 27 Jul 2023 15:29:10 +0000

Employee engagement: understand work experience

Engagement describes connection and involvement with work. Gallup uses a definition centred on involvement and enthusiasm. Different models and instruments do not measure precisely the same thing.

Satisfaction, climate, performance and platform activity are related but distinct. Few logins or limited event participation do not establish disengagement. Associations with outcomes do not prove a tool caused improvement.

Ten areas to guide investigation

These are not a universal driver ranking. Listen to difficulties and priorities before choosing action.

Purpose: explain how work contributes.
Meaning: review tasks and responsibilities.
Trust: explain decisions and follow through.
Clarity: define expectations and priorities.
Feedback: discuss evidence and next steps.
Development: create opportunities and support.
Environment: address difficulties and working relationships.
Balance: review workload, schedules and resources.
Pay: apply appropriate criteria and conditions.
Recognition: value contributions fairly.

Connect specific actions to GFoundry

The platform combines learning, recognition, feedback, communication, goals and evaluation. It can replace tools for these processes and complement administrative HRIS. Configuration and integrations should reflect project scope.

Learning and practice

Learn organises content and journeys for defined audiences and needs. Learning Designer prepares proposals and content from a PDF or brief with confirmation and review. Role-Play Coach supports voice or written conversation practice. This does not promise automatic learning assignment based on “learning styles”.

Goals, feedback and development

Goals clarifies objectives; Evaluation organises Standard, 360-degree and Feedback 360-degree cycles. Regular feedback and development plans connect observations to action. Potential is a contextual judgement rather than a permanent trait revealed by software.

Communication, recognition and participation

Accessible information and Communities support sharing. Recognition values contributions; Stars are private to the recipient and manager. Missions, points and badges can support journeys through rules without guaranteeing healthy competition or motivation.

Talent management in Premium

People Intelligence organises workforce insights; Talent Insights adds individual context. They are services. Talent Strategist is the agent for exploring talent questions. Talent Insights supports mentoring and GFoundry suggests pairs automatically for HR review and approval.

Workplace Assistant helps find information in available knowledge. Explore agents and services and compare plans.

Eight ways to gather information, with limits

Choose sources according to the objective and explain data use.

Source	Use and care
Periodic study	Explore topics through defined populations, questions and rules.
Pulse	Track nine metrics with configured frequency; custom questions belong in Forms & Surveys/Insights.
1:1 conversations	Understand context and difficulties; confidentiality needs rules.
Discussion groups	Explore experience without treating participants as representative of everyone.
Work observation	Identify obstacles and specific behaviour without diagnosing commitment or health.
Exit interviews	Gather reasons voluntarily; respondents may not represent every departure.
Digital activity	Assess process usage rather than treat it as work engagement.
Work outcomes	Track quality and delivery while considering resources, context and attribution.

Turn measurement into action

Set a baseline, priorities and owners. Communicate change and track quality, useful participation and outcomes. Protect small groups and do not turn anonymous responses into individual insights.

Engagement questions

Can age establish engagement?

No. Listen to actual interests, access, conditions and needs. Generational labels do not determine individual preferences.

Does more learning prove better performance?

No. Completion is participation evidence; assess application and outcomes against criteria.

Does recognition replace pay?

No. Appreciation complements working conditions and compensation decisions.

Does continuous feedback replace annual cycles?

They can complement each other. Frequency should serve the objective and capacity to respond.

Does a low score identify who will leave?

No. Use data and context to investigate difficulties without certainly predicting individual choices.

How can a business case be prepared?

The GFoundry calculator presents five gross annual benefits: tools, HR time, manager time, productivity and turnover. Validate assumptions, costs and overlaps; capacity freed is not necessarily cash savings.

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Choose a talent management platform: nine criteria

Clara Costa — Thu, 13 Jul 2023 19:00:04 +0000

Choose a talent management platform

A talent management platform may support development, performance, learning, careers and succession. Scope varies across vendors: recruitment, payroll and administrative records are not necessarily part of the same product.

This guide organises nine criteria, four demo questions and four GFoundry capabilities to assess against your context. Start with the process to improve and the outcomes to track.

Four objectives to guide selection

Identify beneficiaries, owners and evidence for assessing implementation.

Objective	Decision question
Attract and integrate	Do you need an ATS or post-hire onboarding journeys? These are distinct processes.
Retain and support	Which work and development difficulties need attention? Data cannot certainly predict individual choices.
Develop	How will learning, practice, feedback and development plans connect?
Decide	Which sources, periods and criteria will support talent decisions?

Nine evaluation criteria

Weight criteria before demonstrations and test actual situations with representative users.

Criterion	What to verify
1. Needs	Priority processes, audience, owners and intended outcomes.
2. Total cost	Licences, implementation, integrations, support and maintenance over a defined horizon.
3. Capabilities	Essential functions demonstrated; distinguish configuration, development and roadmap.
4. Usability	Test desktop and mobile tasks, accessibility and access barriers.
5. Support	Languages, channels, hours and response conditions in the proposal.
6. Scale	Population, companies, languages and project access rules.
7. Integrations	Required data and actions, API/webhooks, responsibilities and technical dependencies.
8. Security	Request current evidence on hosting, access, data protection and certification scope and validity.
9. AI and gamification	Assess usefulness, human review, consumption and rules; these functions do not guarantee adoption.

Four GFoundry capabilities to consider

Assess these against your requirements rather than assume superiority on every criterion or automatic HRIS replacement.

1. Connected processes

Learning, goals, evaluation, feedback, recognition and communication can be brought together, reducing fragmentation across tools for these processes.

2. Development follow-up

Courses, practice, skills, goals and IDPs connect needs and actions. In Premium, Talent Insights adds individual context and supports mentoring with automatic pair suggestions for HR approval.

3. Access and gamification

Web access and mobile apps, missions, badges and rewards support journeys through configured rules. Choose mechanics and audiences carefully rather than require competition in every activity.

4. AI agents and intelligence services

Learning Designer prepares proposals and content; Role-Play Coach supports voice or written practice; Workplace Assistant answers using available knowledge. In Premium, Talent Strategist explores talent questions; People Intelligence and Talent Insights are services.

Using documents as context does not mean training a private model. Verify sources, permissions and review. Premium MCP supports queries and actions through configured tools. Explore AI and compare plans.

Four questions for a demonstration

Request answers tied to project scope with verifiable evidence.

Question	Useful evidence
1. Can you demonstrate a process similar to ours?	Configuration, roles, tasks and references shared with permission.
2. What determines implementation time?	Data, integrations, content preparation, owners and dependencies.
3. How do you measure adoption and useful usage?	Active-user definition, eligible population, frequency and process outcomes.
4. How do AI and actions on data work?	Sources, permissions, validation, included services, credits and tool limits.

There is no universal adoption percentage or implementation timeline for every project. Percentages require definitions and context.

From comparison to pilot

Choose a representative process, owners and baseline. Test with actual users and review usefulness, effort, data quality and costs. Return and payback depend on the scenario rather than being guaranteed within twelve months.

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Ambitious OKRs: targets, follow-up and recognition

David Martins — Thu, 13 Jul 2023 13:10:22 +0000

Ambitious OKRs: combine challenge and accountability

An aspirational objective proposes demanding progress whose full achievement is uncertain. An operational commitment has a different expectation: deliver what was agreed. Explain the distinction before selecting targets or evaluating outcomes.

Objectives express direction; key results describe measurable outcomes; initiatives are actions to pursue them. Task lists do not replace key results. There is no trick that guarantees success.

Five checks before setting a target

Set a baseline and source.
Distinguish aspiration from commitment.
Check resources and dependencies.
Agree owners and follow-up cadence.
Include quality, safety and execution conditions.

Four hypothetical target examples

Values illustrate wording and need contextual validation. They are neither benchmarks nor client results.

Direction	Illustrative key result
Grow with quality	Increase quarterly revenue from €500,000 to €600,000 while maintaining the agreed minimum margin.
Improve launch	Reach adoption by 100 eligible customers by semester-end after quality criteria are validated.
Improve customer retention	Reduce annual churn from 10% to 9% in the defined population: one percentage point or a 10% relative reduction.
Respond to listening	Complete and communicate eight of ten priority improvement actions during the quarter. This does not prove engagement increased.

Track what happens

Record progress, difficulties and contextual changes. A missed objective calls for analysis of resources, dependencies and choices rather than establish lack of motivation.

Use GFoundry for follow-through

The OKRs module connects objectives, key results and initiatives with owners, dates and progress updates. Check-ins and notes make obstacles discussable. The platform organises follow-up; teams remain responsible for sources and decisions.

Achievement Rewards recognises configured check-in or completion criteria. Badges may be associated with points and coins; coins are redeemable in the configured Marketplace rather than badges themselves. Explore OKR reward criteria.

Recognise contribution and learning

Avoid rewarding only the final percentage of an aspirational goal or encouraging metric manipulation. Discuss collaboration, quality and context.

The historical Google OKR guide discusses aspirational goals. Conventions from that context do not make 70% a universal pass or 100% proof of insufficient ambition. See GFoundry plans.

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Employee well-being: dimensions and 8 strategies

Gabriel Costa — Wed, 28 Jun 2023 13:06:10 +0000

What does employee well-being mean?

Well-being concerns people’s experience and working conditions. It is not simply the absence of illness, a happiness score or participation in an activity. These six dimensions help organise the discussion:

Physical health: Consider safety, ergonomics and accessibility with occupational health professionals.
Mental and emotional health: Consider working conditions and access to qualified support without collecting diagnoses through engagement surveys.
Job satisfaction: Listen to experiences of the role, leadership, recognition and opportunities.
Work-life balance: Agree availability, workload and flexibility appropriate to each role.
Financial well-being: Explain pay and benefits; financial education does not replace individual advice.
Social relationships: Create conditions for respect, belonging and collaboration through inclusive participation.

Image Credits

Seven factors to consider

WHO identifies risks associated with conditions such as excessive workloads, discrimination and low control over work. Start with working conditions and involve people in changes rather than promise that an app treats health problems.

Image Credits

1. Organisational culture

Respect, inclusion and listening channels need a response to the issues raised.

2. Leadership

Managers clarify priorities, support the team and act on obstacles without assuming a clinical role.

3. Workload and demands

Compare required work, available capacity and deadlines. A well-being campaign does not fix structurally excessive workloads.

4. Balance and autonomy

Define availability boundaries and flexibility that also works for operational teams.

5. Security and pay

Communicate conditions, changes and criteria clearly; an app does not replace fair policies.

6. Development

Offer relevant learning, career conversations and follow-up on agreed actions.

7. Physical environment

Review safety, accessibility, noise and comfort with responsible professionals.

Eight strategies to organise action

Image Credits

1. Make room for breaks

Review meetings and work organisation to allow breaks without turning them into a productivity contest.

2. Offer accessible activities

Make participation voluntary and adaptable. Avoid rankings of weight, clinical conditions or physical ability.

3. Explain available support

Publish contacts and access routes to qualified professionals. If an employee assistance programme exists, explain its confidentiality and scope.

4. Agree work boundaries

Clarify availability, workload and flexibility; managing by goals does not remove rest or working-time rules.

5. Make culture observable

Define respectful behaviours, listening channels and ownership for responding to problems.

6. Provide financial information

Use expert-reviewed resources and explain existing benefits.

7. Support development

Connect role needs with learning, feedback and IDP actions, with manager follow-up.

8. Review the work environment

Refer safety, ergonomics and accessibility improvements to the appropriate professionals.

An illustrative programme

An illustrative programme, not a real case study

A company might listen to workload and information-access difficulties, agree two improvements with owners and review the experience after a defined period. It publishes existing support resources, offers reviewed learning and explains what changed. This hypothetical example does not describe current Google policies or a client’s results.

How to follow the programme

Define owners, data access, review dates and changes to working conditions. Compare perceptions and delivery without attributing clinical improvement to completions or points.

The platform’s contribution

GFoundry’s practical role

The platform helps organise content, communication, listening and follow-up. It does not provide therapy or replace occupational health or a clinical employee assistance programme. Pulse tracks nine climate metrics at a configured frequency; custom questions belong to Forms & Surveys/Insights.

Learning and information

Publish reviewed resources and explain where to access support.

Communication and listening

Collect work barriers and communicate decisions back to the team; do not try to identify anonymous responses.

Recognition

Acknowledge observable contributions without requiring disclosure of personal circumstances.

Participation

Use Missions and optional incentives for accessible actions. Completion and rankings do not demonstrate clinical improvement.

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Feedback at work: forms, models and application

Martin Rocha — Sat, 24 Jun 2023 17:29:10 +0000

What is feedback at work?

It is information about behaviours and results that helps recognise contributions, clarify expectations and agree improvements. Make it specific, respectful and open to a response. This guide distinguishes four forms, four structures, four complementary practices and four hypothetical examples rather than promise universal effectiveness percentages.

Four forms: what to use and what to avoid

These are practical distinctions rather than a single official classification. Examples are hypothetical.

Positive and specific

“In Tuesday’s meeting, you summarised the three decisions and their owners. That helped the team know what to do.”

Constructive and actionable

“In yesterday’s report, two totals did not match the table. Shall we review validation before the next submission?”

Vague: rephrase

“Keep it up” does not explain the contribution. Add context, behaviour and effect.

Offensive: avoid

Personal attacks, humiliation and generalisations such as “you never do anything right” do not guide improvement.

Four structures with different purposes

A conversation structure, a collection process and a facilitation tool are different things.

SBI: Situation, Behaviour, Impact

Describe context, an observable action and its effect. Ask about the person’s perspective and intent. CCL’s SBI/SBII model supports this conversation.

360º feedback

Collect perspectives from several sources with defined criteria, access and interpretation. It does not guarantee a complete or unbiased view.

Sandwich

Alternates positive and improvement messages. If it hides the issue or feels mechanical, prefer a direct, respectful message.

Canvas

Use four fields: what worked, what to improve, ideas and actions. This is a facilitation proposal rather than a single validated standard for every context.

Four practices that can coexist with evaluation

Regular conversations complement formal cycles; there is no requirement to abandon annual reviews.

Feedforward

Agree a future action based on evidence and context without erasing what happened.

1:1 conversations

Choose frequency and agenda for the team. Privacy depends on conditions and rules rather than automatically guarantee psychological safety.

Continuous feedback

Give feedback when useful and actionable, rather than continually rate every action.

Anonymous listening

Use survey processes with access and anonymity rules. Pulse tracks nine climate metrics; custom questions belong to Forms & Surveys/Insights.

Connect these processes in GFoundry

The Feedback module supports sharing and requests in contexts such as projects and situations. Access and visibility depend on configuration. Feedback, recognition, surveys and evaluation are related capabilities rather than one module that makes everything public or anonymous.

Feedback

Define scope, participants and who can consult results. Do not publish sensitive information by default.

Pulse and surveys

Follow climate through nine Pulse metrics; use Forms & Surveys/Insights for custom questions.

Evaluation and development

Combine evidence, conversations and IDP actions. Standard, 360º and Feedback 360º belong to evaluation, according to the process and plan.

Role-Play Coach enables voice or written conversation practice with structured feedback. The organisation should review scenarios and criteria. Explore Role-Play Coach.

Four hypothetical applications

These are not Google, Microsoft, Adobe or Zappos cases or evidence of reduced turnover.

After a delivery

The manager describes a contribution, asks for context and agrees an adjustment for next time.

In a 1:1

An employee shares a resource barrier; the manager agrees an owner and response date.

In a 360º cycle

HR defines sources and criteria and prepares a development conversation to interpret differences.

After a survey

The team receives aggregate results and chooses an action; nobody tries to identify anonymous respondents.

Four steps to build the practice

The tool organises the process; quality depends on leadership, criteria and a response.

1. Lead by example

Give specific feedback and invite a response. Public recognition depends on context and personal preference.

2. Train and practise

Practise observation and listening with examples and simulations; do not infer competence from points.

3. Define channels and access

Separate individual feedback, surveys and formal evaluation. Explain purposes and rules.

4. Follow agreed actions

Record action, owner and review. Recognise contribution quality rather than message volume.

From conversation to development

Check that the person understood, agreed an action and received conditions to carry it out. Review quality and follow-up rather than use a universal percentage or feedback count as retention proof.

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Employee feedback: turn listening into action

GFoundry — Fri, 23 Jun 2023 17:07:14 +0000

Employee feedback: a process with a response

Feedback helps people understand contributions and agree improvements. Listening without a response weakens the process. Define purpose, access, who responds and when. Regular feedback can complement formal annual evaluation; neither format works solely because it is continuous or annual.

GFoundry: connect feedback with development

Use Feedback for sharing and requests in defined contexts. Recognition acknowledges contributions; surveys collect responses; evaluation organises formal cycles. These are related capabilities rather than interchangeable channels.

Role-Play Coach enables voice or written practice with structured feedback and reviewed criteria. Explore Role-Play Coach.

Four steps to close the loop

1. Define scope

Specify situation, participants, criteria and who can see results.

2. Invite a response

Share observable information and listen to context before drawing conclusions.

3. Agree action

Record the next step, owner and review date; use IDP actions when appropriate.

4. Review progress

Discuss evidence and remaining barriers rather than count messages as success.

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OKRs: a guide to objectives, key results and follow-up

Clara Costa — Mon, 19 Jun 2023 22:15:14 +0000

OKRs: objectives, key results and initiatives

OKR stands for Objectives and Key Results. Objectives describe intended change; key results make progress assessable. Initiatives are actions and projects that may contribute to outcomes.

The framework organises priorities and follow-up. It does not guarantee growth or engagement and is not a complete evaluation of an individual.

What OKRs are not

They are not a checklist of every task or a requirement to disclose sensitive data publicly. Define suitable access and share priorities with those who need to work on them.

Aspirations and commitments

Distinguish aspirational targets from committed delivery. The historical Google guide describes a scoring convention for ambitious goals. Do not make 60%–70% a universal pass or treat 100% as proof a goal was easy.

OKRs, KPIs and performance evaluation

A KPI tracks an operating dimension; an OKR organises an intended improvement. The same metric may serve a key result when change, period and context are defined.

Element	Hypothetical example
KPI	Average support response time.
Objective	Give customers more reliable responses.
Key result	Reduce response time from 12 to 8 hours during the quarter while maintaining agreed quality.
Initiative	Review triage and prepare learning on common requests.

Goal outcomes can inform conversations but are insufficient for evaluation. Consider difficulty, contribution, quality, resources and external factors. An aspirational target should not automatically become a rating or reward.

Define, track and review

Choose few priorities and the results needed to assess each. Define starting value, target, source, period and owner for each key result. Quantity should support focus rather than meet a universal numerical rule.

Prepare priorities with leadership and teams.
Check dependencies and who controls each result.
Separate outcomes from activities.
Update values and discuss obstacles during check-ins.
Record scope and assumption changes.
Review outcomes and learning at cycle-end.

Quarterly cycles may be useful, but cadence depends on the business. Changes need reasons and records rather than simply hiding a difficulty.

Four hypothetical examples with three key results each

These examples illustrate the method. They are not documented OKRs from Google, Netflix, Airbnb or Tesla.

1. Improve digital product usage

KR1: increase activation among eligible users from 40% to 55%. KR2: reduce primary-task failures from 8% to 4%. KR3: reduce repeated help requests from 200 to 150 per month. Period: quarter.

2. Improve a video service experience

KR1: reduce playback-start failures from 3% to 1%. KR2: reduce median start time from 4 to 2 seconds. KR3: increase satisfaction from 3.8 to 4.2 on a 1–5 scale with defined population and coverage. Period: quarter.

3. Prepare accommodation service expansion

KR1: reach 100 active partners in each of three new cities. KR2: achieve 90% fulfilment of quality criteria among assessed partners. KR3: respond to 95% of support requests within the agreed time. Period: semester.

4. Improve industrial operation quality

KR1: reduce defects from 4% to 2% in checked units. KR2: reduce rework from 500 to 350 monthly hours. KR3: achieve 95% completion of planned safety checks with deviations addressed. Period: quarter.

Adjust values, sources and safeguards before use. A compliance percentage does not make failure on mandatory requirements acceptable.

Follow-up in GFoundry

The OKRs module combines objectives, key results and initiatives. Assign leaders and contributors, set periods and dates, relate objectives and update results with notes. Roadmap, dashboards and filters make progress consultable.

Check-ins support discussion of priorities. Information depends on source quality and updates. Read module documentation.

Gamification through criteria

Achievement Rewards recognises follow-up and outcomes through configured rules. Badges, points and coins are distinct; coins can be redeemed in Marketplace. Adding a reward does not guarantee improvement.

Investigate difficulties without labelling people

Limited progress may reflect dependencies, insufficient resources or changed priorities. Discuss context. Pulse tracks nine climate metrics; anonymous responses and collective data do not identify disengaged individuals. Compare plans.

Practical questions

Do OKRs replace KPIs?

No. Operational metrics can guide improvement while operating indicators remain useful.

Must every objective be public?

Share what alignment needs while respecting access and sensitive information.

Is there a universal success rate?

No. Define success according to commitment, ambition, context and cycle criteria.

How should missed goals be handled?

Analyse causes and resources, record learning and decide what to maintain or change.

Should every task be a key result?

No. Initiatives are actions; key results describe intended effects.

How many objectives should we choose?

Those the team can prioritise and follow. Avoid fragmentation and redundant targets.

Does formal evaluation become unnecessary?

No. Objectives, performance criteria and regular conversations can complement each other.

Does gamification prove engagement?

No. Assess useful usage, quality and outcomes beyond points or access frequency.

How can we start?

Bring an existing objective to a demo, test sources and owners and pilot a cycle with review.

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Employee experience: connect the journey stages

David Martins — Sat, 17 Jun 2023 15:00:16 +0000

What is employee experience?

It is people’s experience of interactions with the organisation, from learning about an opportunity to leaving. It includes conditions, tools, leadership and opportunities rather than only the app they use. Engagement is one dimension of that relationship. There is no universal improvement percentage attributable to gamification.

Connect experience with processes

Choose a specific friction and follow time, completion and team perceptions. Separate observed results from hypotheses; the tool needs relevant content and owners.

Four stages to follow

1. Attraction and preparation

Communicate a realistic value proposition. Content, forms and Missions can support activities with defined access; they do not replace an ATS or selection decisions.

2. Onboarding

Connect Learn content, tasks, checklists and Mission milestones. Verify completion against project criteria; it does not prove immediate autonomy.

3. Development and management

Organise learning, feedback, recognition, OKRs and IDPs. Premium adds performance, careers and deeper intelligence for talent management. Combine data with conversations and human decisions.

4. Departure and learning

Use forms and feedback processes with clear purpose and access. Record improvement actions; exit interviews are not certain predictions or replacements for administrative procedures.

Learning Designer prepares proposals and content from a PDF or brief for confirmation and review; Role-Play Coach enables voice or written practice; Workplace Assistant answers using available knowledge. In Premium, Talent Strategist is an agent; People Intelligence and Talent Insights are analysis services. Talent Insights supports mentoring: the platform suggests pairs automatically for HR review and approval. Projects using this capability require Premium.

Learn from cases without promising the same result

The DPD Portugal and Carglass accounts show project configurations and experiences. Numbers and roles belong to each account’s period rather than establish benchmarks or guaranteed results for another company.

Explore the case studies

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Cultural transformation: practices, listening and follow-up

Gabriel Costa — Thu, 08 Jun 2023 08:00:12 +0000

Cultural transformation: change practices and conditions

Organisational culture includes shared habits, decisions, relationships and behaviour. Cultural transformation aligns these practices with agreed objectives and values. Communicating new values without changing decisions and conditions can widen the gap between promise and experience.

Changes in structure, business, strategy, market or context may justify review. Not every difference requires complete transformation. Define the problem, involve people doing the work and choose what needs to change.

Three phases to structure the process

1. Assess

Combine listening, decision examples, process observation and available data. A survey reflects perceptions among respondents rather than provide a complete, permanent picture of culture.

2. Define

Translate values into observable practices, owners and conditions. Compare current and intended experience and set priorities.

3. Implement and review

Pilot actions, prepare managers, communicate decisions and assess consequences. Review is part of the process rather than follow a universal timeline or financial effect.

Connect the plan to GFoundry

Internal Communication supports news and information for defined audiences. Push notifications and digests distribute information; plan frequency and usefulness without equating delivery with understanding.

From message to practice

Learn organises content and journeys; Role-Play Coach supports voice or written conversation rehearsal. Goals and OKRs make priorities explicit. Feedback and Recognition connect work examples to follow-up and appreciation; Stars are private to the recipient and manager.

Listening and follow-up

Pulse tracks nine climate metrics at configured frequency; Forms & Surveys/Insights supports custom questions. Check coverage and protect small groups. Premium People Intelligence organises workforce insights. A score improvement does not prove a tool caused cultural change.

One application: choose a leadership behaviour, prepare a conversation, rehearse it and review examples of use. Explore practice and intelligence and compare plans.

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Natixis ALL ABOARD: a gamified onboarding case

Martin Rocha — Wed, 07 Jun 2023 16:54:44 +0000

Case context

This account describes ALL ABOARD in the pandemic context. Headcounts, roles and configurations reflect the original material rather than current data or guaranteed retention for every project.

Onboarding Gamification, a Step-by-Step Guide – Natixis Use Case

Faced with exponential growth, with hundreds of people being hired every month, Natixis felt the need to improve its onboarding process – a critical stage in talent retention – in order to effectively integrate newcomers. GFoundry was the company chosen to meet the challenge, with the implementation of the “All Aboard” gamified solution.

Natixis, in Portugal, presents itself as a Center of Excellence, whose mission is based on transforming traditional banking, developing innovative business solutions. Belonging to Groupe BPCE – the second largest French bank -, the company has in our country about 1,800 employees, a number that rises to 16,000 worldwide. At the outbreak of the pandemic, with the obligation of confinement, the company – which at that stage was around 700 employees, working mainly in the IT area – was taking in hundreds of people month after month.

With its growing expansion and its commitment to integrate, involve and motivate new talent, Natixis sought a solution that would allow it to complement and improve its onboarding plan. Until the beginning of 2020 this process was carried out in person, only during one morning, with the pandemic.

Afterwards the company felt the need to broaden the process and convert the dynamic to the virtual world. And this is where GFoundry comes in – a digital solution based on gamification to help companies boost the engagement and performance of their employees.

Waiting for day 1, may be too late!

We have already seen that Natixis sought, through GFoundry’s solution, to improve its onboarding process by combining rapid learning of the organizational culture with the dynamics of games. But why invest concretely in this phase of the employee’s journey? This is what João Carvalho, Co-Founder & CEO of GFoundry, tells us.

With the pandemic crisis, the labor universe (and not only) suffered drastic changes. Many companies, in weeks, or even days, were forced to put 100% of its workforce at home, and the HR management challenges arrived. How to lead at a distance?

How to keep employees engaged with the organization, when many – hired during the pandemic – didn’t even get to know the physical workspace?

“These challenges become even greater for new employees joining the organization, because during this period, most new employees saw their onboarding process turn into a completely virtual experience, not going through the typical walk around the office or meeting colleagues, but through online training and video calls to present and introduce them to the work methods”, points João Carvalho, emphasizing the increased importance of the pre-onboarding phase (from the time the new employee accepts the job offer until the first day of work), marked by instability and the risk of employee abandonment.

For the company’s Co-Founder & CEO, pre-boarding even marks a strategic opportunity for organizations to alleviate the fears that newcomers may have, creating conditions for them to feel welcome and valued, and thus avoiding an early departure.

In fact, the digital gamification solution prioritizes three onboarding phases: pre-boarding, the actual integration of new employees and training – one of the areas where GFoundry, according to João Carvalho, offers “added value”, in addition to culturalization, socialization and task management.

“Gamification techniques and the GFoundry solution can be easily applied to any part of the onboarding process. With our tools, onboarding can be configured in a hybrid or 100% digital format, but should always provide an impactful learning and integration experience for all employees,” concludes the leader.

An example journey to adapt to the project

These six stages illustrate possibilities rather than describe every implemented Natixis step.

Watch a company introduction in Learn.
Complete a who-is-who quiz.
Complete onboarding tasks and checklists.
Submit a document through a form with defined access and purpose.
Agree professional goals with the manager.
Define development actions and IDP follow-up.

Document submission is not electronic signing or administrative contract management. Missions connect milestones and objectives; reports track configured completion criteria. Completion does not prove immediate role autonomy.

Apply the idea today

Connect information, tasks, manager support and development with owners and criteria. Learning Designer prepares content from a PDF or brief with review; Role-Play Coach supports voice or written practice. These are current capabilities rather than features retrospectively attributed to ALL ABOARD.

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Digital transformation: connect processes, people and talent

Clara Costa — Mon, 05 Jun 2023 14:31:34 +0000

Digital transformation: improve processes and prepare people

Digitising a task does not guarantee a better process. Start with fragmented information, duplicate work, hard-to-follow learning or unclear decision criteria. Define the intended outcome before selecting tools.

Connect goals to the user experience

Map participants, tasks and obstacles. Simplify unnecessary steps and prepare access, content and support. Respect roles, schedules and working conditions.

GFoundry connects learning, evaluation, recognition and participation. It can replace tools in those areas while complementing administrative HRIS processes. Choose the combination around actual needs.

Define integration scope and owners

Confirm sources, fields, permissions, frequency and error handling. Assess APIs, webhooks and other mechanisms for each project rather than assume instant migration or ready-made compatibility with every system.

Include operations, data and maintenance owners. Test with a suitable population before expanding use.

Prepare adoption alongside technology

Explain the problem, changes and expected benefits. Train users and provide support. Useful participation does not require permanent online availability.

Click here to know more

Measure outcomes in your context

Choose a baseline and execution and outcome indicators. Completion, administrative time and operational quality are distinct dimensions. Old market forecasts do not demonstrate your initiative’s return.

Estimate benefits and full costs

The GFoundry calculator presents five estimated gross annual benefits: tool consolidation, HR capacity, manager capacity, productivity and turnover costs. Validate assumptions and overlaps.

The total does not deduct investment. Include licensing, implementation, integration and programme work before calculating net ROI.

Select current AI and talent capabilities

Learning Designer prepares courses through proposals, confirmation and review. Role-Play Coach supports voice or text practice. Workplace Assistant uses available knowledge. Premium adds Talent Strategist and People Intelligence and Talent Insights services for analysis and talent context.

Premium MCP provides queries and actions through available tools, compatible clients and permissions. Explore current capabilities and compare plans. Start with a demonstrable onboarding, development or mentoring journey.

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Working with Human Technology with Ray.BBDM

David Martins — Wed, 31 May 2023 13:53:25 +0000

On 23 May 2023, GFoundry participated in the Fórum RH 2023 with its partner Ray.BBDM.

A digital experience was created for all participants, using the GFoundry platform, which consisted of completing a 4-step mission, with challenges such as watching a video, completing a quiz, completing a set of tasks, and filling out a form to gauge the digital maturity of the participants.

Each of the achievements was rewarded with points and virtual currency. The virtual coins could be used to exchange for items in the “Marketplace”, such as discounts on GFoundry projects, consulting services, among others.

In addition to these dynamics, a digital forum was created that allowed the audience to follow the panel “HR as talent advisors for digital transformation” and interact with the speakers.

Partner description at the time of the event in 2023.

RAY.BBDM is a leading Human Resources consulting company, created in 2022 as a result of the merger of two companies, RAY Human Capital and BBDM Consulting Services.

It offers customized Talent Acquisition, Assessment and HR Tech Consulting services, using the GFoundry platform to implement projects in the area of talent management and digital engagement.

It is part of the Odgers Berndtson Group, a global reference in Leadership & Talent with presence in 66 offices and 32 countries, operating as a second brand in the areas of Talent Acquisition, Assessment and HR Tech.

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Explore GFoundry solutions for healthcare, pharma and biotech.

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Managing Talent and technology in healthcare, biotechnology and life sciences

Gabriel Costa — Wed, 31 May 2023 11:45:37 +0000

GFoundry hosted a breakfast at the Hospital de la Santa Creu i Sant Pau in Barcelona to discuss “Talent and technology in healthcare, biotechnology and life sciences” on May 16, 2023.

The idea of this event was to link innovation and technology to the biggest challenges in talent management in this industry.

How can technology tools like GFoundry help in talent development and retention? What are the biggest challenges for professionals and organizations? What kind of solutions are on the market at the time of the event?

The debate had the participation of Josep Munuera from Hospital de la Santa Creu i Sant Pau, João Carvalho from GFoundry, Camille Haddjeri from TRech International and Alexandra Ravn; and was moderated by Patu Antunes from Springboard35.

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Learn more here: innovation management

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Innovation promotion and management at José Mello Saúde – Case study

Martin Rocha — Thu, 18 May 2023 15:46:56 +0000

Innovation Management in Healthcare Case Study

About José Mello Saúde’s Innovation promotion and management program

The José de Mello Group has been in the private provision of health care since 1945 with the CUF Hospital, a benchmark of human quality and clinical excellence in hospital care in Portugal, which has had a process of continued growth and technological upgrading, through significant investments in its modernization.

In the area of health care delivery, CUF manages a network of CUF hospitals and clinics.

With support from the GFoundry platform, the group created a José de Mello Saúde Innovation Points system, which allowed the contribution of employees to innovation initiatives that went far beyond the generation of ideas to be valued, transversalizing the recognition for JMS Innovation.

Innovation with gamification – badges & points

A set of activities was thus defined, the implementation of which allowed employees to accumulate points.

For each block of points accumulated, each employee was entitled to receive certain compensations.

All José de Mello Saúde employees (including service providers) could submit their ideas on the platform.

One of the conditions of the program was that the ideas had to be original, not repeated and had to be related to the activity and scope of José de Mello Saúde. The ideas were organized into different categories.

Learn more here: gamification

Recognition Dynamics

The recognition module was also used in the promotion of all innovation dynamics, allowing interaction between peers, with the possibility of assigning stars and a comment to each user.

In this programme, peer recognition complemented idea management by recognising contributions to innovation. The main objectives are to identify, value and reward the individual and collective efforts of employees, recognizing their contributions to the development of innovative ideas.

Learn more here: recognition

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Employee engagement: measure, interpret and act

Clara Costa — Sat, 13 May 2023 13:57:22 +0000

What is employee engagement?

Engagement concerns people’s involvement in their work and connection with the organisation. It is not synonymous with satisfaction, happiness or constant availability. Gallup distinguishes involvement at work; study results do not promise growth from buying software.

1. Performance and productivity

Clear goals, resources and feedback support discussions of contribution. Use OKRs and evaluation to discuss contextualised results rather than logins as productivity.

2. Retention

Listen to barriers and review development, leadership and conditions. Pulse tracks nine climate metrics. A low score invites investigation; it is not a certain exit prediction or individual diagnosis.

3. Talent attraction

Employee experience can inform the value proposition. Forms and Missions can support information and activities in a project with defined access; GFoundry should not be presented as a native ATS.

Turn listening into action

Choose a priority, intervention, owner and review date. Compare equivalent periods and explain changes. More points or survey responses do not prove better working conditions.

How to interpret eNPS

Ask on a 0–10 scale whether someone would recommend the organisation as a workplace. Promoters: 9–10; passives: 7–8; detractors: 0–6. eNPS = percentage of promoters minus percentage of detractors, ranging from −100 to +100. All respondents, including passives, enter the denominator.

These are response categories rather than personality types. A 7 or 8 does not prove a lack of connection. Consider response rate, context and other indicators; eNPS does not replace engagement analysis.

Eight practical connections in GFoundry

Combine capabilities according to the process and chosen plan.

1. Participation

Use Missions and gamification rules for verifiable actions without mandatory competition.

2. Learning

Organise relevant content, quizzes and training; completion does not certify mastery.

3. Feedback and recognition

Provide specific feedback and recognition of observable contributions.

4. Climate listening

Pulse tracks nine metrics at configured frequency; custom questions belong to Forms & Surveys/Insights.

5. Communication

Connect news, notifications and digest with useful information, respecting segmentation and access.

6. Communities and ideas

Create spaces to share and respond to proposals.

7. Goals and development

Connect OKRs, evaluation and IDP actions with responsible follow-up.

8. Intelligence with context

In Premium, People Intelligence provides organisational context and Talent Insights individual context. Sources, dates and coverage aid interpretation; these are not health diagnoses or certain turnover predictions.

Explore AI agents and services

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Enterprise gamification: applications, rules and limits

David Martins — Tue, 18 Apr 2023 14:32:52 +0000

Enterprise gamification: mechanics with a purpose

Gamification applies game elements such as progress, challenges, badges, points and rewards to non-game processes. Design should serve a need through understandable rules and suitable participant criteria.

Learning, goals and participation are possible applications. Motivation, retention and performance improvement are not guaranteed. Explore cases in context.

1. Participation and engagement

Visible progress and recognition may sustain an activity. Track useful participation, difficulties and quality. App activity is not a complete engagement measure or proof of lower turnover.

There is no universal 17% improvement attributable to gamification. Choose a pilot and indicators to assess the process.

2. Learning and practice

Quizzes check answers and provide feedback while missions connect stages and content. Usefulness depends on objectives, questions and application opportunities.

Repeating levels or reaching a score does not automatically make someone an expert. Combine knowledge, practice and application evidence.

Microlearning as a complement

Short, focused content may address a defined need. Five minutes is not a mandatory duration; traditional and blended learning remain useful.

Define the question to answer.
Choose an accessible format.
Include practice and feedback where relevant.
Assess application beyond completion.

3. Collaboration and working relationships

Individual or team rankings and Communities may support collective activities. Competition is not inherently healthy: consider opportunities, roles, quality and effects on collaboration.

Not every activity needs a public ranking. Review complaints, barriers and incentives to manipulate data or bypass safety.

How GFoundry supports this

Gamification Engine links badges to configured actions or criteria. Badges may award points and coins. Points support rankings; coins can be redeemed for organisation-provided Marketplace items including social causes.

Content rules distinguish opening a PDF, completing a video and answering quizzes; these events are not equivalent learning evidence. Learn organises content; Missions connect objectives and stages across modules; Competitions uses your data through Excel or API with defined scope.

Recognition and rewards should reinforce useful actions. Read gamification engine documentation and compare plans.

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WHO guidance on mental health at work

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7 tips for work-life balance

Gabriel Costa — Mon, 10 Apr 2023 09:54:31 +0000

Work-life balance

Balance depends on work organisation, roles and each person’s context. These seven tips connect management decisions with listening, information and follow-up tools rather than promise productivity or provide a diagnosis.

1. Listen to working conditions

Use Forms & Surveys/Insights to understand workload, schedules, resources and barriers. Explain purpose and access; this is not a mental health diagnosis. Agree priorities with the team.

2. Share useful information

Publish expert-reviewed content in Learn and support contacts. Learning Designer can prepare a draft from approved materials; a responsible person reviews it before publication.

3. Offer well-being activities

Use Missions and communication for voluntary, accessible, adaptable initiatives. Do not reward disclosure of health information or turn rest into a ranking.

4. Agree flexibility

Define coverage, deadlines, availability and boundaries with managers. Clear goals help coordination but do not replace rest, schedules or agreed conditions.

5. Fit remote work to the context

Assess roles, equipment and circumstances. Remote work does not automatically solve family care during working hours. Web and mobile content and communication depend on access and connectivity.

6. Close the listening loop

Pulse tracks nine climate metrics at configured frequency. Use custom surveys for this topic, communicate actions and review them. Anonymous responses should not be used to identify individuals.

7. Lead by example

Respect boundaries, review workload and recognise contributions without rewarding constant availability. Record actions, owners and review dates. The platform supports delivery; it does not guarantee balance or productivity.

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SDGs at work: goals, learning and participation

Martin Rocha — Tue, 28 Feb 2023 12:36:11 +0000

What are the Sustainable Development Goals?

The 17 UN SDGs form part of the 2030 Agenda adopted in 2015. Connecting a business activity to an SDG requires a specific contribution and evidence. Joining a challenge does not by itself demonstrate environmental impact or achievement of a target.

Five ways to support delivery

GFoundry organises goals, learning, communication and participation. Environmental measurements come from the sources and processes defined by the organisation.

1. Goals and follow-up

Use OKRs to connect a priority with measurable results, owners and initiatives. Record the source, unit, period and update process for values.

2. Communication and collaboration

Publish decisions, invite ideas and organise Communities. Respond to proposals and explain what was adopted.

3. Learning

Provide approved Learn content in formats suitable for the audience. Learning Designer can prepare materials from a PDF or brief, with human confirmation and review.

4. Data and analysis

Record available indicators and participation reports. Energy, waste and emissions data need external sources and a method; there is no promise of native environmental measurement or universal integration. Integration scope, frequency and development are agreed.

5. Gamification

Missions, points, coins and badges can recognise verifiable actions. Use accessible incentives and avoid rewarding volumes that encourage behaviour contrary to sustainability.

Five hypothetical examples to adapt

Define and validate values and outcomes within the project.

1. Energy

Set a kWh baseline from an operational source, a goal and awareness activities. Compare equivalent periods and conditions; Learn participation does not measure savings.

2. Waste

Use weighing or operator records for the indicator and Missions for learning and documented actions. Distinguish collection volume from waste reduction.

3. Procurement

Train teams in approved criteria and follow an adoption goal. Supplier and purchasing verification stays in the responsible process and system.

4. Mobility

Offer voluntary, accessible alternatives; any emissions estimate needs an appropriate method and data, not just a response about commuting.

5. Participation

Invite ideas, assign owners and communicate results. Compare participation and delivery with impact indicators rather than confuse them.

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Diversity and inclusion: from strategy to practice

Clara Costa — Mon, 27 Feb 2023 14:52:08 +0000

Diversity and inclusion: from intention to practice

Diversity concerns differences in experience and context; inclusion requires conditions to participate, be heard and access opportunities. A tool does not guarantee equity. Strategy combines leadership decisions, clear processes and follow-up, as described by CIPD.

Communities and ERGs

Employee resource groups can organise sharing and initiatives. GFoundry Communities, news and content support this work. Participation should be voluntary; group membership does not establish someone’s background, orientation or health status.

Five resources to deliver the strategy

Choose a specific barrier, an owner and an indicator rather than only count events.

1. Indicators with context

Track participation, access to learning and changes in available responses. Define sources, periods and groups. Do not promise a native promotion dashboard by sensitive attribute or attribute causality to the platform.

2. Custom surveys

Use Forms & Surveys/Insights for questions about belonging and barriers. Pulse measures nine climate dimensions rather than a freely customisable diversity survey. Protect small groups and explain access to results.

3. Development and mentoring

Create opportunities and transparent criteria. Talent Insights in Premium adds individual context; the platform suggests pairs automatically for HR review and approval. A suggestion does not ensure fair matching without checking criteria.

4. Learning and collaboration

Publish approved inclusive-leadership resources and invite ideas. Role-Play Coach can support voice or written conversation practice with reviewed scenarios and criteria.

5. Specialist support

Agree training, facilitation and evaluation with qualified professionals. These services depend on the agreed scope and are not automatically included consulting.

Five outcomes to follow without automatic promises

Review changes over time and investigate causes; participation alone does not demonstrate inclusion.

Experience and retention: listen to improvements and remaining barriers to staying.
Innovation: follow idea quality and access to participation, not just volume.
Reputation: compare published commitments with observable practice.
Customer understanding: involve relevant perspectives without stereotyping groups.
Processes and obligations: review decisions and evidence with responsible professionals; software does not guarantee legal compliance.

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Employee Recognition Programme: How to Implement and Measure

David Martins — Fri, 24 Feb 2023 14:35:36 +0000

Recognition with purpose and results to track

Useful recognition explains what someone did, why it mattered and which contribution deserves appreciation. A consistent programme makes those behaviours visible and creates opportunities for feedback.

This guide covers the Recognition module’s three areas, its connection to Marketplace and four implementation steps. Results depend on programme design and the team experience; track them against a baseline.

4 dimensions to track the programme

Choose indicators linked to the purpose, comparing equivalent periods and audiences.

Track recognition

A measurement framework for your programme.

Indicators for the organisation to define

Participation

People

Who gives and receives recognition

Coverage

Teams

Distribution across roles and teams

Quality

Feedback

Usefulness reported by participants

Investment

Costs

Platform, preparation and benefits

For financial ROI, include costs and monetise benefits using explicit assumptions. An association between recognition and retention does not alone establish that the programme caused the change.

3 Recognition scopes

The module distinguishes Star Badges, soft skill endorsements and hard skill endorsements. Each area has its own configuration.

Scope 1

Peer thanks and feedback

Star Badges with a message to appreciate contributions. Configuration determines who can give recognition and whether private reviews are allowed.

Scope 2

Behavioral skills (soft skills)

Recognize empathy, collaboration, leadership, mentoring. Endorsements can feed Skills Mapping when the skill is linked to the Skills Catalogue.

Scope 3

Technical skills (hard skills)

Recognize specific technical expertise (Python, SAP, financial analysis). Adds peer-recognition evidence to interpret alongside other sources.

Public recognition can appear in profiles; private reviews are visible only to the receiver and their manager. Endorsements linked to Skill Tags feed Skills Mapping. These signals complement learning and evaluation; they do not certify professional proficiency.

The power of Recognition + Marketplace

Marketplace connects virtual coins to benefits in the organisation’s catalogue. The combination needs clear award, redemption and fulfilment rules.

Mechanic

Virtual coins for recognition

Coins are awarded through configured gamification triggers. Recognition does not automatically imply a reward without that configuration.

Redemption

Customizable catalog

Company defines catalog: vouchers, extra vacation days, experiences, donations to causes. Each company configures based on culture and budget.

Social impact

Donations to causes

Option to exchange coins for company donations to social institutions. Can connect the programme to causes relevant to the organisation and its participants.

Backoffice

Budget control

Define the catalogue, benefit availability and who follows requests. Plan the budget and confirm the organisation’s fulfilment process.

Learn the Recognition & Feedback solution in detail or book a demo to see it applied to your company.

4 steps to implement a Recognition Program

Launching a successful recognition program isn’t technology. It’s cultural design. Use these four steps to prepare a pilot and adjust through feedback.

Step 1

Define values to recognize

What do you want employees to do more? Collaborate? Innovate? Care for customers? Map 3-5 values and create aligned recognition tags.

Step 2

Configure Marketplace catalog

3-5 options to start. Consider a social cause option when relevant. Adjust prices so they are reachable in 1-3 months, not 1 year.

Step 3

Launch with visible C-level

CEO and managers are the first to use it. C-level recognitions visible on social wall. Leadership participation helps explain the purpose and sustain engagement.

Step 4

Measure, communicate, iterate

Communicate monthly the number of recognitions, highlighted values, top recognizers. Adjust Marketplace catalog based on feedback.

From pilot to a consistent programme

Define what to appreciate, prepare the rules and test with an audience. Track coverage and quality alongside recognition counts. Adjust the programme with your teams.

See Recognition configuration and its connection to Skills Mapping. In Premium, People Intelligence and Talent Insights add organisational and individual development context. Explore intelligence services and compare plans.

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OKRs: what they are, examples, how important they are

Gabriel Costa — Tue, 14 Feb 2023 14:04:36 +0000

Objectives and Key Results (OKRs) are a popular goal-setting framework used by individuals, teams, and organizations to set ambitious goals with measurable results. OKRs are typically set quarterly, but they can also be set annually or monthly.

Objectives are the long-term goals that you want to achieve. They should be specific, measurable, achievable, relevant, and time-bound. Key Results are the specific, measurable steps that you will take to achieve your objectives. They should be quantifiable and trackable.

For example, an objective for a team might be to “increase website traffic by 20% in the next quarter.” The key results for this objective might be to “increase organic search traffic by 10%,” “increase social media traffic by 5%,” and “increase referral traffic by 5%.”

Increasing Employee Engagement with OKR Method!

Employee engagement is a critical factor in the success of any organization. Engaged employees are more productive, more innovative, and more likely to stay with the company for the long term. However, increasing employee engagement can be challenging. This is where the GFoundry OKR platform comes in. In this article, we will explore the importance of the OKR methodology in increasing employee engagement in an organization. The OKR method provides a clear framework to help employees understand what is expected of them, what they need to do to achieve their goals, and how they will be measured.

Give your employees a clear sense of purpose

One of the key benefits of the OKR method for increasing employee engagement is that it gives employees a clear sense of purpose. When employees understand how their work contributes to the organization’s overall goals, they are more likely to feel engaged and motivated. The OKR method conveys this sense by linking individual goals to the overall goals of the company. Another benefit of this method is that it provides a platform for regular check-ins and feedback. Regular reviews can help employees stay on track toward their goals and provide managers with an opportunity to provide feedback and support. This can help employees feel supported and valued, which can increase their retention and also gives employees a sense of ownership. When employees are involved in the goal-setting process and have a say in their goals, they are more likely to feel responsible for their work. This can increase their commitment and motivation to achieve their goals. The OKR methodology can be an effective tool for increasing employee engagement in an organization. By setting a clear sense of purpose, a platform for regular review and feedback, instilling a sense of ownership, and promoting transparency and communication, the OKR method can help employees feel more engaged and motivated. Ultimately, this can lead to a more productive and successful organization.

How an OKR management tool can help identify the most demotivated and disengaged employees?

The correct use of our OKR tool can help managers identify employees who are unmotivated or demotivated by tracking their progress against their goals. If an employee is consistently missing their goals or not making progress toward their goals, it could be a sign that they are unmotivated or demotivated. Another way that can help identify unmotivated or demotivated employees is through the use of surveys. GFoundry enterprise solutions have built-in survey capabilities that allow you to gather feedback from your employees. This feedback can be used to identify areas where employees feel unsupported or undervalued, which can help managers take corrective action to address these issues. You can also by provide regular check-ins and one-on-one meetings. During these meetings, you can discuss progress toward goals, provide feedback, and identify areas where the employee is struggling. This can help managers identify the underlying issues that are causing the employee to feel disengaged or demotivated. Our OKR platform can be a powerful tool for identifying unengaged or demotivated employees. By tracking employees’ progress toward their goals, conducting surveys to gather feedback, and providing a platform for regular monitoring meetings, managers can quickly identify which employees may be struggling. This way, managers can take corrective action to fix problems and improve employee engagement and motivation.

OKRs with Gamification!

In the context of OKR (Objectives and Key Results) methodology, gamification can be used to create a more engaging and motivating experience for employees as they work towards their objectives and key results. Some potential benefits of gamification in the context of OKR include:

Increased engagement and motivation

Gamification can make the process of working towards objectives and key results more enjoyable and rewarding, which can help to increase employee engagement and motivation.

Better collaboration and teamwork

Gamification can encourage employees to work together and support each other as they strive to achieve their goals.

Improved performance

By making the process of working towards objectives and key results more engaging and rewarding, gamification can help to improve employee performance and productivity.

Greater transparency and accountability

Gamification can make it easier for employees to track their progress towards their goals and for managers to monitor the progress of their teams.

OKR Examples: Driving Business Success

Google

Google is known for its culture of innovation and focus on ambitious goals. A famous example of OKRs implemented by Google was during the development of Chrome, their web browser. The objective was to “Capture 20% of the browser market by the end of the year,” while the key results included “Launch three unique features in Chrome” and “Increase loading speed by 30%.” These challenging OKRs encouraged the team to pursue innovative solutions and focus on delivering value to users.

Netflix

Netflix is a leading company in the video streaming industry, and its OKR approach has been instrumental in its global expansion. An example of an OKR they used was the objective to “Increase customer satisfaction by 10%.” The key results included “Reduce loading time by 20%” and “Personalize recommendations based on viewing history.” These OKRs allowed Netflix to direct their efforts towards improving the customer experience while driving business growth.

Airbnb

Airbnb revolutionized the hospitality industry, and their success is also tied to effective OKR implementation. During their rapid growth, one of the objectives was to “Expand to 50 new cities by the end of the year.” The key results included “Achieve 1000 new listings in each city” and “Increase revenue by 30% in these new locations.” These OKRs helped Airbnb maintain a rapid pace of expansion and establish itself as a global hosting platform.

Tesla

Tesla, a leading electric vehicle company, is renowned for its vision of transforming the automotive industry. A notable example of Tesla’s OKRs was the objective to “Produce 500,000 electric vehicles by the end of the year.” The key results included “Reduce production costs by 20%” and “Increase vehicle energy efficiency by 10%.” These OKRs directed the company’s focus toward production scalability and continuous technology improvement, enabling them to achieve ambitious goals.

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Learning and development: connect knowledge and practice

Martin Rocha — Fri, 03 Feb 2023 16:45:49 +0000

Learning and development: from information to application

Learning involves acquiring or revisiting knowledge and skills. Development is a broader process of growth and preparation for responsibilities through experience, practice, feedback and opportunities. Content consumption alone does not establish change at work.

Five connections between the processes

Knowledge prepares decisions and execution.
Practice allows trying an approach.
Feedback helps review what happened.
Experience and support expand learning capacity.
Follow-up assesses application and next needs.

What needs to change?

Describe an observable situation, intended behaviour and enabling conditions. Learning alone cannot resolve contradictory priorities, missing resources or lack of manager support.

How GFoundry organises learning and follow-up

Learn combines content, quizzes and journeys. Missions connect objectives and milestones that may involve several modules. Training Programs and Curricula support formal learning governance; choose the right structure rather than call every journey a mission.

Learning Designer prepares a proposal and content from a PDF or brief with confirmation and review before publication. Role-Play Coach supports voice or written conversation practice. Goals and IDPs sustain agreed actions.

Premium Talent Insights adds individual context and supports mentoring. GFoundry suggests pairs automatically for HR review and approval. Explore agents and services and plans.

Which evidence should be tracked?

Separate access, completion, answers, application and outcomes. Learn has four quiz modes with their own rules; repeating a quiz or receiving a badge does not certify professional mastery. Push notifications support communication without guaranteeing a message was read.

Microlearning: select focus and format

Microlearning addresses a defined need through short blocks. There is no mandatory five-minute length or universal superiority. Short content can complement traditional learning, practice and blended journeys.

Focus: a specific question or need.
Format: text, video, PDF or quiz suited to the purpose.
Access: test reading and interaction on the actual device.
Application: provide an opportunity to use learning.

The content, missions and training documentation explains the structures. Assess retention and application rather than promise automatic learning gains from shorter content.

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Performance Appraisal: Complete Guide with 9-Box, Exit Risk and Talent Management

Clara Costa — Fri, 27 Jan 2023 14:21:24 +0000

Performance Appraisal: connect the cycle to ongoing development

A cross-cutting, fair, agile and effective performance appraisal program is decisive in a modern organization. Clear expectations and useful follow-up help connect appraisal to development.

A competent performance program is useful not just for the employee but for the manager and the entire organization – it provides quantitative and qualitative feedback on strengths and improvement areas. And the process doesn’t end when results are shared: it feeds objectives for the next cycle, individual development plans and career-management decisions.

6 reasons to implement a structured Performance Appraisal program

Beyond compliance with HR processes, a well-implemented program brings concrete returns.

Reason 1

Identify high-potential talent

9-Box Matrix shows who has potential beyond current performance. Critical for succession and mobility.

Reason 2

Anticipate exit risk

Combine a manager’s exit-risk assessment with business impact to prioritise conversations. This is an assessment, not a certain prediction of departure.

Reason 3

Justify fair decisions

Discuss pay, promotion and reward decisions using criteria and evidence. Calibration and review help recognise bias.

Reason 4

Personalize development

Individual Development Plans (IDPs) linked directly to Learn module content. Each person grows on what really matters.

Reason 5

Map internal competencies

Identify which skills exist – and which need to be developed internally. Critical for workforce planning.

Reason 6

Prepare future leaders

The performance program is the foundation for succession plans. Without data, succession turns into guesswork.

4 components to configure

Traditionally, performance evaluation assesses Objectives and Competencies. GFoundry’s Evaluation & Careers module supports self-assessment, manager assessment, peer ratings in 360 cycles, and goals, with configured cycle types and weights.

Model 1

Top-Down Evaluation

Direct manager evaluates objectives and competencies. Usually complemented with self-assessment. Used for salary increases and promotions.

Model 2

Management by Objectives (MBO)

Manager and employee define objectives together. End-of-cycle results feed feedback. Focus on results, less on competencies.

Model 3

Self-Assessment

The employee compares their performance against objectives set by the manager. Generates an action plan for additional training and productivity targets.

Model 4

360° Evaluation

Feedback from peers, managers and (optionally) customers and partners. Multi-perspective. Mainly used for personal development, not salary.

The 9-Box Matrix explained

The 9-Box Matrix supports discussion of performance and potential. It positions each employee in one of 9 quadrants based on two axes:

Vertical axis (Potential): employee’s capacity to take on higher or more complex roles in the future. Evaluated via specific competency forms.

Horizontal axis (Performance): results delivered in the most recent evaluation cycle.

High potential + High performance

Future leaders. Aggressive retention, accelerated career, succession plan.

High potential + Mid performance

Talent in growth. Investment in development; can become high performance with the right support.

Mid potential + High performance

Solid performers. Reliable, hit objectives. Recognize and retain in current role.

Low potential + Low performance

Context to review. Review expectations, working conditions, role fit and evidence. Agree support and an improvement plan; a matrix position does not decide an exit.

3 components of Potential Management

Beyond performance, GFoundry’s Evaluation & Careers module supports a full Potential Management process across 3 components.

Component 1

Potential Assessment

Form completed by manager assessing behaviors related to high-potential profiles. Quantitative score that feeds the 9-Box Matrix.

Component 2

Exit Risk Assessment (Churn)

Manager fills a questionnaire on probability of leaving x business impact. Reveals which talent needs preventive retention action.

Component 3

Evolutionary Options

Identifies the employee’s readiness to accept a new role – higher position or other area. Supports decisions on organizational structure.

4 critical mistakes to avoid

Learning from common mistakes saves quarters of lost work.

Mistake 1

Annual evaluation only

Once-a-year evaluation has recency bias and no continuous feedback. Solution: configure quarterly touchpoints with light forms.

Mistake 2

Performance only, no potential

Evaluating only past performance loses critical info for succession. Use potential assessment when it is relevant, with clear criteria and a review process.

Mistake 3

IDPs disconnected from learning

Individual Development Plans on paper that no one acts on. Solution: link IDPs directly to Learn module content – actionable from day one.

Mistake 4

Heavy manual processes

Excel forms, emails, manual consolidation. Managers and HR exhausted, employees demotivated. Digital platform with workflow ends this.

How does this impact Talent Management?

Talent Management doesn’t start (or end) with the Performance Evaluation process – it’s just one of the components in People Management. With GFoundry’s Evaluation & Careers module, you can connect evaluation cycles, goals and development plans with the wider platform.

For example: when the employee defines their Individual Development Plans, those can be linked directly to Learn module content. The employee picks the training that fits their actual development needs – and the cycle closes naturally.

Manage talent in Premium

Evaluation & Careers is included in Premium. People Intelligence provides an organisational view, including 9-Box when relevant evidence is available; Talent Insights adds individual context in profiles. Talent Strategist is the agent for talent questions. Talent Insights can also support mentoring matching, with automatic pair suggestions and HR approval.

Evaluation documentation · Agents and intelligence services · Compare plans

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Pierre Fabre – gamification for marketing and training purposes!

David Martins — Fri, 20 Jan 2023 20:22:52 +0000

This case describes Pierre Fabre’s initiative launched with Klorane in 2017 and expanded in 2018. The figures are reported metrics from the first 12-month cycle, not a forecast for other projects.

The results obtained, in the first cycle of 12 months, quantified by the game’s own statistics, demonstrated the reach of high levels of engagement.

New technologies streamline communication with all stakeholders, in particular with customers and employees, but they cannot by themselves overcome the biggest corporate challenge: ensuring effective and efficient communication. In other words, capturing and retaining the attention of your public, increasing the degree of understanding of key information that leads them to make decisions that exceed the company’s objectives.

The digital transformation of companies lies, therefore, in the magic of mobilizing and awakening their valuable target human potential in the pursuit of their corporate purpose.

It implies an innovative and active management, with a robust communication strategy focused on human capital and inducing engagement, since pure cutting-edge technology is only an important tool to facilitate success.

The construction of engagement solutions in GAMIFICATION architectures and aligned with the business strategy of the companies/organizations, contribute to their digital transformation, offering a disruptive, personalized, integrative and mobilizing management and communication of all their human resources.

Stimulating the acquisition of knowledge, interaction between employees and their recognition by peers and the entire network of managers, allowing talents to be identified, problems to be solved, change to be driven and performance to be improved for all those involved and for any type of organization.

In simplified terms, these solutions accelerate the apprehension of more and better knowledge, practices and behaviors.

The implementation of this type of actions is based on the development of challenging game strategies that stimulate participants to embrace missions and achieve goals, via the adoption of algorithms to measure and promote players’ performance. To this end, rankings, feedback and permanent reward models are used, allowing companies to motivate their internal or external publics to achieve the set goals.

It was with this purpose that Pierre Fabre selected the strategic communication consultancy CATCH GLOBAL MARKETING, which with its technological partner GFOUNDRY, developed a mobilized engagement strategy, in a GAMIFICATION structure, addressed to pharmacies and their employees.

“The results obtained, in the first 12-month cycle, quantified by the game’s own statistics, demonstrated the achievement of high levels of engagement – more than 47,000 visits , 2,500 active users and more than 3,000 total hours of play, with more than 80% completing all levels of play after each launch, translating into an overall performance of around 87%.”

The objective was to reinforce the knowledge of these publics about all Pierre Fabre product lines, in a multi-brand context. In addition, it aimed to bring the sales force closer, boost cross-selling and challenge the global commercial performance, particularly in the seasonal product ranges.

For that purpose, an integrated communication strategy was designed and an umbrella storytelling was built to leverage and interconnect all the game dynamics launched throughout the year, in order to increase brand awareness and the spontaneous notoriety of the brand Pierre Fabre Dermo-Cosmétique Portugal .

The results obtained, in the first cycle of 12 months, quantified by the game’s own statistics, demonstrated the reach of high levels of engagement – more than 47.000 visits, 2500 active users and more than 3.000 total hours of gameplay, with more than 80% concluding all levels of the game after each launch, translating into a global performance of around 87%.

Mariana Caraça, Human Resources Manager of Pierre Fabre Dermo-Cosmétique Portugal said:

“Gamification seemed to us the right way to modernise training with our customers, as it is more focused on the need of the end consumer. We wanted to develop a dual platform, with the traditional website, where we would have the more extensive content for those looking for in-depth training, but at the same time explore quick advice and key messages to retain our products more easily in the face of growing competition. This project took off in 2017 with Klorane and in 2018, to increase the dynamic, we decided to bring together the entire portfolio of Pierre Fabre Dermo-Cosmétique brands (Avène, Ducray, A-Derma, Galénic and Rene Furterer), with the clear objective of increasing the number of new contents while maintaining interest and avoiding the app being deleted, as is the case with most non-user-oriented apps.”

Keep on reading

Apply this case to your project

The project connected product content, campaigns and challenges for a pharmacy audience. For a similar programme, combine detailed materials with short practice and track participation, completion and application separately. Explore Learn and the gamification engine. Visits, playing hours and completion do not by themselves demonstrate increased sales or financial ROI.

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Stay Closer: evaluation, learning and onboarding with GFoundry

Martin Rocha — Fri, 04 Nov 2022 23:06:15 +0000

Interview context

The account and testimony describe the Stay Closer configuration and experience at the time of the interview. Numbers, roles and time references are historical. Quarterly cadence is a project choice rather than a platform requirement.

The common space to manage talent with proximity

The platform is from GFoundry and was parameterized according to the challenges identified by Closer. It systematizes the performance evaluation and is the interface to carry it out, also articulating it with training. It also allows onboarding to be a unique and fun program

Founded in 2006, Closer Consulting is a Portuguese company specialized in what is now commonly known as data area – Data Science and Artificial Intelligence -, helping their clients (for example, large banks and telecommunications companies) to take the best advantage of it to be increasingly competitive. These 16 years of existence have been marked by good results, which are reflected in market growth and organic robustness: more than 300 projects and 150 customers, presence in 14 countries (3 continents) and about 370 employees (44% growth in 2021).

The culture of Closer – as an organization – about the role it should have before society leads it, permanently, to have initiatives that foster proximity in its various dimensions. In this sense, in 2018, with the company in full growth and assuming a larger scale, it became necessary to professionalize the communication with its employees (some, for example, spend several days at the clients’ offices, therefore, physically distant from the parent company and the corporate ambience) and strengthen their collective commitment – in the sense of positive involvement.

Closer, then, looked for solutions that could achieve these objectives, guided by the demand of three requirements that, as Woitek Szymankiewicz, Partner of Closer, recalls, defined from the start: the implementation of an innovative platform; easy and interactive (mobile application) and with a gamification component (playful/game).

The choice fell on GFoundry and followed the design of the model best suited to the reality of Closer, ie, starting from the matrix platform created by GFoundry, was made the customization to the specific interest of Closer, namely through the co-creation made in several modules.

The final platform designed – the Stay Closer – has distinct areas, corresponding to different modules, of which the three most significant for Closer until now will be addressed separately below.

Woitek Szymankiewicz, Closer Consulting Partner

Performance evaluation

This has been the module with more importance and (intensive) use for Closer. Stay Closer allows, right from the start, to make the evaluation cycles at the pace desired by who runs the company, in this case every three months (and not only annually, since Closer considered it too watertight).

The whole assessment operation is, as one of the three Closer Partners says, “supported by the GFoundry platform”, and not only in its most important moment, the meetings (called “conversations with purpose”) between the employee and the manager. These conversations end up being, simultaneously, the arrival point (evaluation) but also the starting point (progression) for the next step.

In quarterly sessions, to reinforce a technical skill or by identifying a certain gap in the so-called soft skills (for example, the ability to listen or to be pragmatic), commitments (practices or tasks, to meet objectives, with precise metrics) are agreed upon between both, in a kind of mini-contracts, which will be periodically monitored by each during the next three months, and may be the subject of reciprocal communication/contact.

In addition to the feedback that may be reported, two weeks before the evaluation meeting, both the coordinator and the employee record their assessment of how the evolution went during that quarter, so that later, during the meeting, they can cross-reference and discuss the two perspectives.

Well, for each of these moments, the platform is crucial, because it is there that the steps that materialize an evaluation that is intended to be frequent (quarterly), dynamic in format (it is not limited to meetings, there is a “route” between them) and participated in the model (the reviewed is not relegated to a passive role). It can be accessed either through a computer (browser) or cell phone (Android and iOS).

The parameterization of this evaluation roadmap can be changed by whoever, in Closer, manages the platform (counting, if necessary, with the support of GFoundry). Thus, the time distance between meetings, the tasks between them, or even the actual performance of the assessment to an employee can be changed/suppressed. For Woitek Szymankiewicz, “this flexibility, with such a rich backoffice, is something very useful”.

From a more general perspective, the evaluation can also be done upwards, namely on general aspects of the company’s operation.

The support for talent management has another essential feature of the platform: the interconnection between employee evaluations and individual career and training plans. This means that these plans are integrated into Stay Closer, allowing a true integration in the same space of all components of the professional’s career. “The career plan is assembled on the GFoundry platform”, summarizes Woitek Szymankiewicz.

The manager considers the GFoundry platform (and this module in particular) “central and core to the quarterly and annual evaluations, ensuring that they are transversal and fair, in the sense that they do not bring surprises and are perceived by consultants and managers”.

Training

For Closer, as stated by its Partner, “constant learning is a fundamental pillar for the person to evolve – not only to obtain a certification” – and the fact that “it is systematized” and also “interconnected” with the other aspects of career management in the same platform is fundamental. To this extent, the training module is the second most important for the technological company.

The personalized training path is defined, recorded and implemented through Stay Closer. The various learning options (soft and hard skills) are compatible with the platform – in their organization in menu form, in the choice and consequent realization. In addition to the classic content-based organization, the platform provides an interactive approach, using learning missions that, in a visually appealing way, allow the employee to get from point A to point B with possible interactions and rewards along the way (gamification).

The integration of the training path in the individual career plan (and with the evaluation, through specific objectives) allows the entire talent management of each professional to be concentrated in the virtual space of the platform, shared between the professional and the leadership. Accessibility is, in this module, the aspect most praised by employees, since, being available on mobile devices, it allows the execution of training at the time and place chosen by the trainee.

Know more about GFoundry’s eLearning and Training here.

Onboarding

“Bringing people together as they enter the company”. This simple principle, stated by Woitek Szymankiewicz, guides the onboarding and the tools for its good execution, in which the platform created by GFoundry stands out. It was decisive in the most acute phases of the pandemic – a period during which Closer continued to grow strongly – and continues to play an important role, mainly because of the gamification that it imprints on the entire onboarding process. “Having an onboarding game that shows my progress through the various stages of getting to know the company is very helpful. GFoundry supports this whole process in a fun way, through quizzes, completing missions. In the palm of your hand”, says the Partner of the technological company.

In a global assessment of Stay Closer, Woitek Szymankiewicz considers it an “innovative platform to support engagement initiatives”, underlining the importance of the three pillars already mentioned.

João Carvalho, Co-Founder & CEO of GFoundry, emphasizes the challenge found and the joint manner in which it was met: “Closer operates in a highly competitive sector and is formed by highly qualified employees, with an average age below 30 years old, therefore, with a high level of demand in attracting and retaining talent. They found in GFoundry the solution to manage their talents, and it was very important the mutual trust relationship we established to adjust some details of our platform to the exact measure of what they needed.”

Know more about GFoundry’s Onboarding Solutions here.

The thermometer that measures satisfaction

The evaluation and feedback that Stay Closer allows is not one-way. Employees are invited to give their opinion both on the assessments in which they participate and on more general aspects of the functioning of their company.

“Engagement Thermometer” serves to do just that, to measure the employee’s feeling towards the company, under the anonymous model described in this case. The “temperature” is measured monthly through a pop-up survey (a much praised format internally) of five simple questions, on a wide variety of topics about life in the organization.

Know more about GFoundry’s Pulse Surveys Solution here.

Frequency and five questions describe the historical project. Current Pulse tracks nine climate metrics at configured frequency; custom questions belong to Forms & Surveys/Insights. Anonymity protection depends on access, groups and communication rules.

Connect evaluation and development today

GFoundry connects Standard, 360-degree and Feedback 360-degree cycles, goals, skills and IDPs. Track actions and evidence while retaining useful formal and regular conversations. Premium People Intelligence organises workforce context and Talent Insights adds individual context. These are services; Talent Strategist is the talent analysis agent.

Talent Insights supports mentoring; GFoundry suggests pairs automatically for HR review and approval. Projects using this capability need Premium. These services are not attributed to the historical case configuration.

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Pulse Surveys

Gabriel Costa — Mon, 16 May 2022 15:15:16 +0000

Pulse Survey Engagement Tool

The Engagement Thermometer is one of the 12 modules available in GFoundry. Being an extremely agile and highly automated tool, our clients can use this module for 2 major purposes (that can work simultaneously or not):

Pulse Surveys;
Customised Assessments.

1. Pulse Surveys

The Pulse surveys represent an important tool for HR management when it comes to organisational climate analysis. These studies should be carried out on a recurring basis throughout the year to allow decision-makers to feel the pulse of the organisation and be able to act in case of drastic changes.

With GFoundry, through a set of 130 questions divided into 9 different metrics, it is possible to implement an Employee Pulse Survey in just a few minutes.

By defining the frequency of the study (which may be weekly, bi-weekly or monthly), questions are asked to employees on a scale from 0 to 10 (with coloured icons), allowing access to the Engagement Score divided into 9 metrics. The 9 metrics are:

Personal Development;
Engagement with Managers;
Engagement with Peers;
Happiness & Satisfaction;
Employer Branding;
Feedback;
Work-Life Balance
Alignment;
Recognition.

In addition to providing an overview of the organisation as a whole with regard to organisational climate, it is also possible to carry out this analysis by segments, either by functional teams or certain groups of employees. The answers are anonymous, so it is not possible to obtain the individual answers of employees.

2. Customised Assessments

Using the Engagement Thermometer interface, the company can create customised assessment cycles for any purpose!

Either through scale questions (as it is done in Climate Surveys), or open-ended questions, or a combination of both, customised assessments may be created, in periods defined by the company, in which the employee may respond, also anonymously.

One example of the use of Customised Assessments could be the Assessment of Managers. The company can create pre-defined cycles in time in which employees will have to evaluate their managers, in order to have more information about their performance.

Dashboards

You will be able to access all the data generated from your community’s responses.

The available dashboards allow you to view the score by category and topic, and you can also apply filters.

All data can be exported in XLS format for further analysis.

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Data Science Certification (DSPA)

Clara Costa — Fri, 08 Apr 2022 15:46:09 +0000

Case published in 2022 about DSPA’s Playbook. The journey, access methods and apps described belong to that project’s configuration.

What is the Data Science Portuguese Association (DSPA)?

The Data Science Portuguese Association (DSPA) was created in 2016 by a group of professionals with the common feeling that the potential of this emerging profession was not being used due to the lack of information on the different applications of Data Science.

What is the main objective of the DSPA?

One of the main focuses of DSPA is the provision of certification in the area of Data Science. To this end, they use the GFoundry platform to structure all their training content for professionals in the area.

The Data Science Portuguese Association’s Playbook had its name chosen considering its goal, since it is not only to provide content, but also to provide guidance to professionals in the area in a dynamic and appealing way.

Together with BridgeLK, all contents were transformed and adapted to the digital environment, focusing on converting heavy and extensive contents into knowledge capsules, making these contents easy to learn, follow, understand and execute.

“(…) Always having in mind that GFoundry would be the chosen tool to communicate with the market and develop this concept of a tribe, concept of a community.”

Guilherme Ramos Pereira, Executive Director at DSPA

The platform’s features regarding community involvement was one of the aspects most valued by the association when choosing a technological partner.

DSPA is the first Portuguese association in the area of Data Science, with the vision of establishing itself nationally and internationally as a platform for a concerted movement in the field of Data Science.

The Association has as its main objectives:

Promotion of Data Science at national and international level;
Sharing experiences and success stories;
Representation of the sector to the regulatory authorities;
Promotion of regulation, ethics and safety;
Promoting entrepreneurship and innovation in Portuguese companies;
Promotion and support of public utility projects in the field of Data Science;
Cooperation with public entities, companies and university institutions;
Certification and training of professionals in the area.

What makes the DSPA application so different and innovative?

The social interaction between professionals in the area allows the creation of game dynamics and objectives that encourage people to return to the platform and learn more. In addition, through the gamification engine, people can be challenged to test their knowledge, compete with other professionals, creating opportunities to practise and check knowledge.

Finally, making the most of GFoundry technology in the dissemination of training content, DSPA provides a method of certification in Data Science, allowing that when a person finishes a certain set of training, they can share the certificate on LinkedIn.

For DSPA, the success of this Playbook will be to have thousands of professionals, technical and non-technical, using the platform.

Through the motto “Certification in 4 Steps: Know, Choose, Learn and Certify”, DSPA allows all people interested in the field to access the platform (through LinkedIn), and choose the career they want to have in Data Science (Data Engineer, Data Analyst, Machine Learning Engineer and Data Scientist).

Useful Information

Apply this case to your project

For a certification academy, define content, completion criteria and assessment before designing challenges. In GFoundry, Learn organises programmes, curricula and certifications; gamification adds milestones and recognition through configured rules. Completing quizzes provides evidence of that learning journey, rather than validating every skill required for a profession.

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KPI gamification: data, competitions and responsible criteria

David Martins — Thu, 31 Mar 2022 13:56:55 +0000

KPI gamification: make progress and rules visible

Competitions can connect business indicators to rankings, badges and rewards, making progress and criteria understandable. They do not guarantee performance improvement; dashboards can also be useful without competition.

Competitions works with your own data through Excel import or an API integration. Feasibility, update frequency and data transformation require defined scope rather than automatic connection to any CRM or ERP.

Three elements to configure

Element	Decision needed
Data	Source, population, period, unit and update process.
Mechanic	Individual or team ranking, scoring rules and comparable conditions.
Reward	Badges with possible points or coins; coins redeemable in configured Marketplace.

File updates are not real time. Publishing rankings requires considering access, roles and participation opportunities. Read gamification engine documentation.

Six hypothetical applications

These examples illustrate design rather than six proven client outcomes.

Context	Application and care
Sales	Connect volume to quality and margin while considering territories and opportunities.
Contact centre	Combine effectiveness and quality rather than reward premature call completion.
Logistics	Track service and incidents with comparable denominators without rewarding unsafe speed.
Technical support	Recognise quality resolution rather than volume or speed alone.
Software adoption	Recognise correct process execution; logins alone do not establish useful adoption.
Onboarding	Value stages and learning; completion does not prove immediate autonomy.

Historical case: DPD Portugal and Post a Goal

In the published interview about the project started in 2020, Pedro Correia describes the Predict league, linked to the percentage of deliveries completed according to drivers’ predictions. The case reports improvements in that indicator and participation rather than establish a universal effect of gamification.

The national league ran for three months alongside fortnightly regional prizes. App installation was voluntary. Described prizes included cards for a retail chain; this does not establish payroll processing or a catalogue of experiences and extra days off.

The account does not substantiate a general promise of accident reduction. Read the interview and outcomes in context.

Four criteria for responsible competitions

These guidelines help assess design rather than eliminate every risk.

Choose influenceable metrics and reliable sources while tracking quality and safety.
Compare conditions and opportunities before ranking individuals or teams.
Set duration, updates and correction rules according to the process.
Choose recognition and rewards with participants rather than assume one modality is superior.

Assess metric manipulation, collaboration effects and work omitted by scoring. Monthly or collective competitions are not always better than annual or individual ones.

Connect data with defined scope

Import participants and scores through Excel or establish an API integration with source systems. Agree validation, error correction and update frequency. Test a sample with technical and operational owners.

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Employee referrals: rules and follow-up

Gabriel Costa — Tue, 22 Mar 2022 14:46:12 +0000

What is an employee referral?

It is a channel through which employees recommend potential candidates for an opportunity. The recommendation adds context but does not certify suitability or replace selection criteria. Promotions, pay rises and role changes are management and mobility decisions rather than examples of referral hiring.

A hypothetical example

An employee knows someone with relevant experience, tells them about the opportunity and follows the defined recommendation process. HR applies the same selection criteria as for other candidates. The referring employee does not receive confidential interview or evaluation information.

Diversify channels: relying only on existing networks can restrict access to opportunities. CIPD discusses this risk in inclusive recruitment.

Six aspects to evaluate

These are hypotheses to measure rather than immediate or guaranteed benefits.

Time: compare stages and dates with other channels.
Cost per hire: include rewards and management effort.
Onboarding experience: assess clarity and support.
Retention: follow cohorts and context without attributing causality to the channel.
Fairness: listen to candidates and teams about criteria.
Reach: check whether relevant profiles emerge beyond familiar networks.

Four stages to organise the programme

1. Communicate rules

Explain opportunities, eligibility, required data, validation criteria and rewards. Use news, notifications and digest with defined segmentation and access.

2. Collect the recommendation

Create a form in Forms & Surveys. Collect only necessary data and explain purpose and access. GFoundry organises the contribution rather than act as an ATS or automatically monitor every application.

3. Provide appropriate updates

The responsible team validates the contribution and communicates the permitted status. Selection remains in recruitment systems and decisions. Define who confirms an event such as hiring rather than promise native synchronisation with any ATS.

4. Recognise through clear criteria

Gamification rules can recognise submission, validation or configured criteria. Coins or Marketplace rewards do not mean automatic payroll payments. Avoid rewarding name volume or purposeless data sharing.

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Competency Mapping in Organizations

Martin Rocha — Fri, 04 Mar 2022 11:52:39 +0000

GFoundry’s Competency Mapping Engine powered by AI

Map your whole organisation

The ability to map the whole organisation from a competency point of view is crucial for any project linked to Talent Management.

This process, when applied at the organisational level, allows for a comprehensive perspective on the skills that the organisation already has, but also allows for the identification of gaps in key competences that may condition the smooth running of the business.

On the other hand, mapping at functional and individual level makes it possible to identify the skills and competences in each function group, helping to understand the suitability of each employee for their current function, or to create Individual Development Plans.

GFoundry’s Competency Mapping Engine

GFoundry’s Competency Mapping Engine makes an automatic association of competences and skills to employees, based:

On the interactions in the Learn Module (courses you have completed, videos you have watched, quizzes you have completed, documents you have consulted);
On the feedback from your peers in the Recognition Module;
On the assessments of competences in the Evaluation & Careers Module.

The immediate perception of competence gaps is possible through interactive dashboards that are automatically updated.

Main features:

Ability to identify skill gaps;
Search filters for tag-based training content;
Understand and improve the person’s suitability in relation to the current role;
Creation of automatic quizzes only with questions associated to certain skills & topics;
Identify and find talent through filters applied to all employees for current and future project needs;
Integration with the Evaluation module’s Individual Development Plans (IDPs) system, with automatic content association according to individual improvement and development needs.

An overview of the competency mapping engine

The power of artificial intelligence

How we use AI in our platform

Automatic association of skill tags to content.

One of the AI applications in GFoundry platform is the ability to associate each training content skill tag automatically.

Our customers can always manually associate and edit this information, but the ability to massively associate skills tags do learn content saves a lot of work time!

Suggested competencies and skills to develop

The suggested competencies and skills to develop can be customized for each employee, taking into account their individual needs and goals.

Automatic content creation

GFoundry can automatically create content on any topic, skill or competence, in Quiz format.

These quizzes can be suggested to users under different circumstances and for different purposes.

Main advantages

A future-proofing approach

Competency Mapping

Identify skills gaps at organisational and individual level and build maps to evolve and fill them.

Internal Mobility

Discover your employees’ skills and expectations and suggest relevant internal opportunities.

Internal market for talent

Find the most relevant profiles based on skills, knowledge, and experience to build an internal talent pool.

Career Development & Learning

Improve and promote the development of your employees in strategic areas and skills for their function and help them prepare for their future with suggestions for new content and new skills to be developed.

Customised content

Fill gaps in your employees’ competences by suggesting them custom quizzes with questions associated with certain skills only.

AI Technology

GFoundry uses machine learning-based models to provide employees with individual and automatic suggestions for content and skills to develop.

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HR trends for 2023: a historical perspective

Clara Costa — Thu, 24 Feb 2022 11:15:29 +0000

HR trends for 2023: historical context

This article retains three themes discussed ahead of 2023 during the pandemic and work transformation. It is not a forecast for the current year or a set of current statistics. The review separates historical data from capabilities now available in GFoundry.

1. Hybrid work and distributed teams

In the Accenture study published in May 2021, 83% of 9,326 workers across eleven countries considered hybrid work optimal. Hybrid meant remote work between 25% and 75% of the time. These findings concern that sample and period rather than everyone’s current preferences.

The theme supports discussion of access, communication and follow-up. GFoundry news, push notifications, learning and OKRs can support distributed teams. Suitable working models depend on roles, conditions and organisational rules.

2. Digital skills and process access

Working with digital tools was an important theme in that context. This article does not present a substantiated “top 10” skills ranking.

Learn organises content and journeys to prepare users. An information area can gather resources and shortcuts rather than automatically integrate every application. Define data and actions for each integration.

3. Wellbeing and working conditions

Information and participation initiatives can support wellbeing programmes but do not replace workload review, working conditions or appropriate support. Publishing content alone does not establish universal returns.

GFoundry can organise content and missions; Pulse tracks nine climate metrics at configured frequency. The platform does not diagnose health or identify individuals through anonymous responses.

For a current perspective

Learning Designer supports reviewed content creation and Role-Play Coach enables voice or written practice. People Intelligence and Talent Insights are Premium talent-context services. Explore current AI capabilities and work scenarios to 2030.

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Talent management at Cork Supply: a strong commitment to innovation

Martin Rocha — Sun, 02 Jan 2022 14:18:35 +0000

Discover how Cork Supply implemented GFoundry digital solution to support a set of HR processes in an innovative way, starting with onboarding, through training and development, not forgetting all the management of objectives and performance evaluation.

Interview published in 2022 about the project launched in July 2019. Roles, initiatives and results are presented in the context of the original account.

A business rooted in tradition makes a strong bet on innovation. And why?

The multinational Cork Supply, belonging to the cork industry, is part of a business group (HARV 81), which supplies the wine and spirits industry. It invests in technology and quality in production and processes, as well as in innovation and in the way it communicates with the people who make the company every day.

Maria de Fátima Gonçalves (People & Int. Communication Director at Cork Supply) and Joana Castro (People & Communication) tell us in this interview conducted by Rui Chen, their vision for the area they lead and the results they are reaping for standing up for what they believe in and therefore invest in: people and their happiness at work.

It was in July 2019 that the project began, when they found the answers that made sense: A multi-module, fully digital solution, with access via mobile and web apps, in the cloud, with intranet features (such as the news publishing wall), training in microlearning mode and gamification.

Rui Chen: What are the main objectives that the team has defined for the People & Int. Communication area?

Fátima Gonçalves/Joana Castro: Our strategic proposal for the company had as major objectives the development of people through a focus on internal communication, the identification and mapping of human potential based on the management of skills and training, and performance evaluation.

These processes, nowadays, have a great advantage in being digital and internet-based, for the accessibility and agility that they allow (and to reduce paper to a minimum), but we wanted to go further by selecting a solution with gamification to also transform the experience.

We wanted to support these processes with a multidisciplinary platform in these areas, that is, a solution that is agile, simple to handle, and with a truly impactful experience for managers and users.

“we wanted to go further by selecting a solution with gamification to also transform the experience”

Then we wanted to transform the training model, particularly for sales teams, by investing in e-learning. The existing 300-page sales manual was converted and segmented into training content in microlearning mode, with the right “doses” for the right training moments.

RC: How was the involvement of the company’s structure?

FG/JC: First we had the support of the board and the technical approval of the IT area. Then we involved the whole organisation, with a greater focus on the commercial teams.

Our priority is to improve and enhance communication and the involvement/motivation of people, using the platform’s features.

For example, we use the Learning module a lot with our sales teams all over Europe, in the various languages available on GFoundry, in this case Italian, French, Spanish, English and Portuguese.

We use the Goals module to set objectives in the context of Performance Evaluation, which is the module through which we manage employee performance, potential and identify talent.

The Recognition module is very useful and practical for recognising courage, commitment and team spirit (to the point of excellence) giving immediate recognition, in public or private, and is a powerful communication tool in this area.

We also take advantage of the FAQs page to communicate the company’s protocols with other entities in order to give our employees better conditions to access products and services.

RC: How was the implementation of GFoundry at Cork Supply?

FG/JC: Regarding customization, we had the support of a designer who works in another area of the company, and the constant technical monitoring of the GFoundry team.

At the level of users, managers and non-managers, we held sessions to explain how the platform works in general and, more specifically, about the Performance Evaluation module, namely, how to prepare the moment, the functionalities, the objectives and the follow-up of the process, such as the touchpoints and the talent management in the development component, thus justifying a holistic management process and continuous feedback.

RC: How is planning and communication done to operationalise these dynamics?

FG/JC: We have an annual communication plan, deployed monthly and supported by the GFoundry platform.

The plan maps out the launch of activities, such as our “We Care” programme.

The use of the GFoundry platform was very important for communication on the Coronavirus issue, for example. We are dynamic in publishing news that we think is relevant, also launching competitions and events.

RC: What kind of dynamics are you implementing and what results are they having?

One of the suggestions made by a collaborator was the launching of a contest to create ideas, called “Eco Tips – Taking Care of Tomorrow” within the scope of environmental responsibility, done through the use of the Innovation module.

We are receiving ideas such as: planting cork oak trees on Cork Supply’s land; adding environmental awareness messages to the company’s communication plan, focusing on saving water and electricity resources, as well as on reuse and over-consumption during the current Christmas season.

We also received ideas for carpooling for home/work/home journeys.

We have several metrics so we know the impact our initiatives have on users. An example of this is the publication of new content that causes logins to skyrocket.

On the other hand, we receive positive feedback from our initiatives through the questionnaires we do with the Contributions and Surveys module from GFoundry, with immediate access to the data.

In terms of learning, we know the growth in the completion rate of training actions, and the duration of these actions.

RC: What do you most highlight and value in the GFoundry solution?

FG/JC: Without a doubt the Gamification Engine that gives a power of animation to the activities. It is very dynamic, offers fun, and it is noticeable how it involves users as in games. We also highlight training and learning. The Learn module generates a lot of potential.

Our employees refer in their questionnaires to the training formats and ease of learning, internal communication, and highlight the possibility of consultation on the same platform where they learn.

In short, GFoundry is a solution that allows the integration of processes, with which people can consult the annual objectives, their evaluation, the protocols with various entities, have access to their information and that of the company, participate in activities and interact with the community.

For all that we have pointed out and what we will activate, we recommend GFoundry to any company that wants to introduce dynamics in its activities with people and see a transformation of behaviours and results.

RC: And what do you have planned for the future?

FG/JC: Well, with all that we can already do, we still want to increase initiatives and participation, because there is a lot of potential for that. In the meantime, we are always very curious about what’s new at GFoundry, now with the link to Linkedin, which gives the possibility of adding GFoundry certificates directly to users’ profiles.

Maria de Fátima Gonçalves (People & Int. Communication Director at Cork Supply) and Joana Castro (People & Communication)

Apply this case to your project

Turning a sales manual into learning content is a concrete application of this case. Today, Learn supports programmes and curricula, while Learning Designer can help prepare content from a PDF, with human review. Performance, careers and intelligence services are included in Premium. Explore the current agents and services; the interview above describes the original implementation.

Ready to get started?

Take the next step and learn more about how GFoundry can help you.

Read the original case (Portuguese)

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Innovation management: ideas, evaluation and delivery

Clara Costa — Wed, 15 Dec 2021 11:42:13 +0000

What is innovation management?

It means organising the collection, evaluation, testing and application of ideas to create value. A platform adds structure and visibility rather than guarantee innovation or execution. This guide connects four strategic reasons with six building blocks and four practical steps.

Four reasons to organise the process

These are goals to assess in the business context rather than automatic results.

Differentiation

Test relevant solutions for customers and operations.

Adaptation

Learn from changes and review priorities.

Participation

Respond to team contributions.

Attraction and development

Show how ideas can become learning opportunities.

AI can support ideation and analysis, while relevance, selection and application need criteria and accountable people.

Six building blocks of innovation culture

Combine working conditions with a clear process.

1. Safety to contribute

Listen without ridicule and define how to handle mistakes and sensitive issues.

2. Time and resources

Agree available capacity. There is no universal innovation-time percentage.

3. Submission channels

Explain the theme, audience and criteria. Email or a platform can work when followed up.

4. Transparent evaluation

Communicate stages and decisions while respecting access and confidentiality.

5. Appropriate recognition

Value contributions and collaboration through known rules rather than only votes or volume.

6. Testing and delivery

Define owner, budget, deadline and decision criteria. Software does not implement an idea without resources.

Where GFoundry fits

Innovation & Ideas organises challenges, forms, cycles, review and voting. Audience and stages depend on configuration.

Submit

Use forms and segmented challenges to collect relevant proposals.

Review and vote

Define participants, periods and criteria; popularity is not viability.

Organise cycles

Configure phases, dates and jury to follow evaluation.

Recognise

Use configured gamification rules. Coins can be used in the Marketplace; badges are not currency or certification.

Pilots and budgets remain project responsibilities rather than automatic module execution.

Historical case: José de Mello Saúde / CUF

The published GFoundry account describes an Innovation Points System that valued employee contributions. It illustrates a specific project rather than establish current results, clinical impact or guaranteed success for other organisations.

Four steps to start

Adapt duration and criteria to the project; time-limited cycles and permanent channels can coexist.

1. Define the theme and evidence

Choose a problem, criteria and outcomes to observe.

2. Communicate participation

Explain audience, any deadline, access and expected response.

3. Evaluate and respond

Assign owners and communicate reasons while protecting sensitive information.

4. Test and decide

Agree resources, follow the pilot and decide to implement, revise or stop based on evidence.

Ready to get started?

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G-Breakfast – A technological menu for a networking morning!

Gabriel Costa — Fri, 03 Dec 2021 15:33:31 +0000

On 26 November 2021, at the Sheraton Lisbon Hotel, in Saldanha, GFoundry organised another G-Breakfast, in partnership with Fórmula do Talento.

The concept of the event was born in the second half of 2021, from GFoundry’s intention to provide a networking moment, in an invitation-only format, between representatives of companies from different areas, over breakfast, while providing them with the possibility of being in touch with GFoundry’s digital solution.

During this breakfast, the participants had the opportunity to get to know each other, to share their biggest challenges in human resources management, and also to learn more about the GFoundry platform and the importance of the role of Fórmula do Talento as a Partner.

The guests were divided between 3 tables, composed by the 3 teams that competed on the platform through dynamics previously prepared by the GFoundry team. This moment was extremely important to demonstrate part of the potential of the platform, but also to demonstrate, in an informal and relaxed environment, that its use is simple, practical and intuitive.

In this way, we thank the companies present for their participation and enthusiasm during the morning.

Furthermore, we also thank the presence and support of our Partner Fórmula do Talento, crucial to explain its role as a specialist in HR solutions as a complement to a platform like GFoundry.

The activities described belong to this 2021 event. To design a programme today with milestones, challenges and rewards, explore GFoundry’s gamification engine and configure rules for your audience.

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G-Breakfast – Another breakfast with networking included!

Martin Rocha — Thu, 02 Dec 2021 16:30:45 +0000

On 25 November 2021, at the Sheraton Lisbon Hotel, in Saldanha, GFoundry organised another G-Breakfast, in partnership with BBDM – one of GFoundry’s Partners.

The concept of the event was born from GFoundry’s intention to provide a networking moment, in an invitation-only format, between representatives of companies from different areas, during breakfast.

During this breakfast, the participants had the opportunity to get to know each other, to discuss topics such as engagement and the new challenges of People Management, and also to learn more about the GFoundry platform and the importance of BBDM‘s role as a Partner of the platform.

The guests were divided between 3 tables, and 3 teams were formed to compete on the platform through several previously prepared dynamics. This moment was crucial to demonstrate the potentialities of the platform, but also to show that its use is simple, practical and very intuitive.

We would like to thank the companies that attended for their participation and enthusiasm during the morning.

In addition, we are also grateful for the presence and support of our Partner BBDM, crucial to explain its role as a specialist in HR solutions as a complement to a platform like GFoundry.

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DPD: more motivated drivers = better results

Clara Costa — Thu, 11 Nov 2021 10:54:33 +0000

Interview published in 2021 about the project launched in 2020. Indicators, prizes and participant counts are those reported by DPD Portugal at that stage.

An organisation open to innovation, capable and motivated people, and above all with the will to make things different: these were the main ingredients of this successful project at DPD Portugal (Geopost Group).

Transforming Success: DPD Portugal’s Strategic Partnership with GFoundry

DPD Portugal, in collaboration with GFoundry, launched a strategic initiative focusing on four key areas:

Internal Communication
Internal e-Learning Academy
Onboarding
Driver Competitions

The interview reports improvements in indicators and participation. Those results relate to the initiatives described, with rules, communication and incentives set by DPD Portugal.

The Trigger: How It All Began

The process of merging the Chronopost and Seur brands was the trigger.

The project kicked off in full force in January 2020 with a team composed of David Pereira (director of the services and innovation hub), Luís Cruz (operations and processes analyst) and Pedro Correia (training manager).

The impact is such that DPD Portugal presented this project to the group’s international committee, so its expansion to an international level is under analysis.

In this interview, conducted by Rui Chen, Pedro Correia tells us about designing the strategy, the challenges of implementation, the main objectives and the results achieved.

Rui Chen: How did you start the gamification process with GFoundry?

Pedro Correia: We started with the Learning module.

We had three quizzes in 2019, one on branding and two operational ones for the Driver role.

Presently we already have several quizzes on procedures and other topics, very well segmented.

GFoundry’s potential to create quizzes by theme is excellent, because we can be incisive by acting locally at each point. In other words, if there is a problem of accidents in Faro (City of Portugal), we act only in Faro. This is decisive and strategic in large companies like ours.

Then, there are many people who want to be proactive in training and look for content to increase their knowledge and develop skills. With this solution, our employees can be autonomous in managing their learning, which is done when they feel the need, and at the time the person chooses to dedicate to it, especially “dead” times.

The reception of new employees for distribution lasts three weeks and there is a 10 module plan for consulting content and taking quizzes. They do it when it is most opportune: in the dentist’s waiting room, when waiting for transport, on the living room couch, etc.

PC: Employees do (the quizzes) when it is most opportune: in the dentist’s waiting room, when waiting for transport, on the sofa in the living room (…)

Which GFoundry’s Gamification modules and features made the difference in your choice for this digital platform?

PC: When we started the testing phase last year, we started by using the Learning module to take advantage of quizzes and, simultaneously, the Machine Gaming module to take advantage of the gaming techniques of the platform’s gamification engine, this with a direct link to the percentage of “successful deliveries” that Drivers made.

Additionally, we wanted to give visibility to the project by providing a considerable amount of money in the budget to award pecuniary prizes to the Top 10 drivers, thus ensuring the perfect articulation between the stimulus that the game provides and the incentive of financial compensation.

What were the main objectives and goals of the project?

PC: We have several performance indicators, national and international, being the main one the “Predict”.

This indicator accounts for all deliveries made per driver according to the prediction assumed by these same employees at the beginning of the delivery journey.

We created an internal league – the Predict League – which we want to maintain with other leagues following this one, because we are achieving excellent results in terms of engagement and in the productivity KPIs of the teams.

Are you achieving the results you have planned?

PC: We immediately noticed a big increase in engagement, because those who work by objectives want to see how they are doing. This is what GFoundry also brought. Drivers can see in real time and at any moment (in the morning, at the end of the day, whenever they want), what percentage of success their Predict has, and what their position is in the ranking.

On the other hand, what we achieved was not only an increase in KPIs, but also in the percentage of success in Predict: We had an increase in drivers giving their predicted deliveries and committing to that goal. This is what defines Predict. And it is, in fact, this increase in the overall percentage of the Predict indicator that is the bottom line of the project.

We have more people looking at each other’s performance, in a competitive, healthy way.

It’s in everyone’s interest to distribute awards that have an impact on people’s lives, and there the platform proved to be fundamental and excellent in connecting the company and the drivers’ delivery process.

PC: “We immediately noticed a big increase in engagement, because those who work by objectives want to see how they are doing. This is what GFoundry also brought.”

How did you communicate the project? Do you keep that communication plan active?

PC: There has been an investment in the dissemination channels: we have a corporate Radio and TV channel that broadcast to each of the 15 distribution stations in the country, equipped with devices where they pass the information of interest, for example, before starting any dynamic or GFoundry competition, the rules, the schedule and the prizes of the Predict league are broadcast on the two channels of our internal network.

Regarding the prizes:

PC: In the national league, with GFoundry we have the data of the registered drivers gamified and ascertained the Top 20 of the three months duration of the competition.

In parallel, we have three regional leagues, Lisbon, Porto and the Provinces, in which we award the Top 5 every fortnight.

The best in each league receive prizes in a card from a shop chain.

Managers also have their competition with gamification and prizes going on: we identify the Top 3 managers in 15 stations. The metric is the total score for each station.

These supervisors are happy because, before this initiative, they had to go searching, collect the information, respond to requests for information, which took them away from their main function, which is managing the operation of the station they lead.

Let’s talk now about the GFoundry apps. Who uses them and how do they use them? Is the use mandatory?

PC: We don’t force anyone to install the app, it’s not mandatory.

The drivers use a PDA which is their main work tool. We chose not to install the Post a Goal (customised and branded GFoundry app) in these equipments so as not to interfere with the operation. In addition, the PDA stays at the station at the end of the day and we know that the app is used outside the time when the drivers are distributing, i.e. driving. The installation was done on the drivers’ personal mobile phones.

We started with 150 drivers in the first week (out of 700), and then it was a steady growth in registration requests. I think it worked by word of mouth and the wanting to be in rather than out.

The Predict league runs for three months, but we have fortnightly competitions running at the same time so you don’t have to wait until the end of the three months to access the prizes.

At the moment we most employees actively participating, with daily queries on the platform. Then we have employees who will never connect because they don’t have a mobile phone, and we still have those who don’t give much importance to the initiative. We have been talking to managers to motivate them, to encourage them with prizes. Some of us succeed, others don’t because they are more sceptical.

How did the initial customisation/setup go?

PC: It went well, I had no knowledge in gamification myself and found it very easy. The apps are user friendly and versatile. Then I highlight the fact that GFoundry are always receptive to our questions and in constant contact to support and show us the way. It is fundamental to work with a partner like this, we are in constant contact.

PC: (…) “GFoundry platform has a gamification engine that automatically organises data in order to sort it into a ranking, award them points, as well as reward the best with medals and virtual coins.”

Do you measure engagement score? Are you using the GFoundry Thermometer Module?

CP: We are not using the Engagement Thermometer Module, although I think it is very important to start using it. At this early stage we wanted to gain traction because we didn’t know the engagement rate, not least because participation is voluntary (that’s the wonder of engagement), but as things have been going well we will use it in the second phase, especially to give feedback to stakeholders.

What are your thoughts for the future, regarding the management of people with the adoption of digital dynamics?

PC: Last year DPD Portugal presented GFoundry to the international training committee, so we are looking at expanding GFoundry internationally. We think that winning the international award will have an impact and now we will not lose the moment, we will want to repeat it so as not to lose the momentum. We want to set up in other areas of the company, besides the operation. The other areas of the company have already shown interest. The potential is huge, in Portugal alone we are 1400 people, of which 700 are drivers.

We aim to connect other modules, namely Evaluation & Careers, the Engagement Thermometer, and with more people connected we will have more aggregated information available.

Would you recommend GFoundry to a business partner?

PC: I would definitely recommend it, but there has to be incentives attached, such as the marketplace running with a showcase of associated rewards.

It is a simple and intuitive tool that is easy to use and generates immediate results – is a solution for any business area.

It is a current and modern platform. Taking the example of training, GFoundry goes beyond the traditional LMS because it has a responsive app in the mobile version, does not require a desktop, desk, schedules and, above all, it is fun and serves our purposes.

I believe that companies do not know this type of solution and what it can do for their business.

Even more so with a partner that listens and helps. GFoundry has been great because we solved our biggest challenges in people performance and today we are better.

Pedro Correia – Training Manager @ DPD Portugal

About one of the first competitions that were started in 2020:

Objective #1: Reduce the no. of failed circuits in Predict

Result: The goal was exceeded in the first month of the competition

Objective #2: Increase the success rate on Predict:

Result: goal was exceeded in the first month of competition

Objective #3: Enhance and promote the use of quizzes as a Training & Learning tool

More than half of the Drivers played the proposed quizzes, with a success rate close to 100%, in the first month alone.

Some screenshots:

Apply this case to your project

The central idea is linking an operational indicator to rules participants can follow. To apply it, choose a reliable metric, define eligibility, periods and rewards, and track quality and safety alongside ranking. Explore the gamification engine and logistics and transport solutions. Cash rewards in this case were defined by the company; they do not mean the platform processes payroll.

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Carglass | Go Inside – a complete Talent Management solution with Gamification

Gabriel Costa — Tue, 19 Oct 2021 12:51:50 +0000

Case published in 2021. The account and testimonial describe Go Inside at that stage; the reported results belong to that project.

Through the functionalities and various modules available in GFoundry, Carglass implemented a complete talent management solution which is called Go Inside, described in this 2021 interview.

Challenge

Since Carglass is a company with a considerable geographical dispersion, having employees from the North to the South of the country, the team responsible for human resources management felt the need to implement a solution that would allow – in a first phase – the dissemination of training content in a fun, agile and simplified way.

In addition, it was Carglass’ intention to implement a solution with the ability to grow as further challenges arose.

Solution

The Go Inside solution was initially developed with a strong focus on the dissemination of Training content. Using GFoundry gamification engine, Carglass employees can not only access training content, but can also test their knowledge through quizzes, and even challenge each other through battles.

As GFoundry is a multi-platform solution, being available in web and app (iOS and Android) versions, employees can access Go Inside anywhere, anytime!

Throughout the project’s development, the scope stopped focusing only on Training, and started integrating a set of extremely important HR processes, also using Go Inside for its Internal Communication, not only through the news for more extensive content, but also through push notifications with shorter messages.

Performance Evaluation is also developed on the platform, contemplating the phases of Objective definition, Feedback and definition of Individual Development Plans.

The greatest advantage described by Carglass is related to the fact that the platform is very intuitive, and it was not necessary to call all employees to a room in order to explain how the process would work from now on.

The importance of Go Inside during the pandemic

Go Inside was born in a pre-pandemic period, but gained greater importance at the time when teleworking became more regular than it was in the past.

In this period, Carglass managed to maintain the connection with its employees through the platform, as it developed dynamics that allowed contact to be maintained between everyone, also ensuring the dissemination of important messages in the course of HR processes, some of them crucial to the smooth running of the company.

We started the partnership with GFoundry still in the pre-pandemic period, never imagining it would be so useful to us at a stage when we have people all from home and how are we now going to be able to reach them, and keep them engaged, when they end up doing an onboarding all remotely!

Mariana Vieira de Sá – Human Resources Director, Carglass Portugal

Keep on reading: Remote onboarding: a guide, checklists and follow-up

Apply this case to your project

Go Inside shows how a learning initiative can grow to include communication, goals and evaluation. For a similar project, choose the first process, prepare content and support teams through rollout. Explore Learn and compare current plans: performance and career management are included in Premium.

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G-Breakfast – A pleasant moment of networking after lockdown!

Martin Rocha — Mon, 11 Oct 2021 15:08:26 +0000

On 7 October 2021, at the HF Fénix Hotel in Marquês de Pombal, GFoundry organized its first G-Breakfast, in partnership with Fórmula do Talento – one of GFoundry’s Partners.

The concept of the event was born from GFoundry’s intention to provide a moment of networking, in an invitation-only format, between representatives of companies from different areas, during breakfast. After a pandemic period, in which all events were held remotely, the balance of having returned to a face-to-face format was very positive.

During the breakfast, the participants also had the opportunity to learn more about GFoundry platform and the importance of Fórmula do Talento‘s role as Partner of the platform.

As the guests were divided between 2 tables, 2 teams were formed to compete on the platform through several previously prepared dynamics.

This moment was crucial to demonstrate the potentialities of the platform, but also to show that its use is simple, practical and very intuitive.

We would like to thank the companies present for their participation and enthusiasm during the morning:

In addition, we also appreciate the presence and support of our Partner Fórmula do Talento, crucial to explain its role as a specialist in HR solutions as a complement to a platform like GFoundry.

The post G-Breakfast – A pleasant moment of networking after lockdown! appeared first on GFoundry.

Remote talent management: five practical challenges

Clara Costa — Tue, 28 Sep 2021 16:16:45 +0000

Remote talent management

Remote, hybrid and on-site work require decisions about roles, coordination, resources and access. The pandemic experience is historical rather than a single current reality or an end to uncertainty. Choose the model appropriate to operations and explain it to teams.

Five challenges with practical actions

The platform supports defined processes; teams and managers need criteria and follow-up.

1. Prepare the connection

Publish relevant information and define audience access. Forms and content can support candidate activities; GFoundry does not replace ATS, interviews or selection decisions.

2. Organise onboarding

Connect Learn, tasks, checklists and Missions with owners and milestones. Include colleague contact and practical checks. Completion does not guarantee autonomy.

3. Provide content

Organise videos, PDFs, quizzes and external resources with segmentation. External access depends on permissions and the source; linking a resource is not native integration with Cornerstone, SharePoint or Coursera.

4. Communicate without overload

Use news for context, push for relevant alerts and digest for summaries. Consider connectivity, permissions and schedules; sending does not prove reading.

5. Develop through evidence

Combine feedback, goals, evaluation and IDP actions. In Premium, People Intelligence and Talent Insights add context with sources and coverage. Risk signals do not prove someone will leave, and usage data does not measure productivity or health.

Learning Designer supports reviewed content; Role-Play Coach enables voice or written practice; Workplace Assistant answers using available knowledge. Talent Insights supports Premium mentoring, with automatic pair suggestions for HR approval. Explore agents and services.

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See how to publish curated content

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Curated content: organise learning in GFoundry

David Martins — Tue, 21 Sep 2021 13:16:33 +0000

What is content curation?

It means selecting, contextualising and organising existing resources for an audience. Review relevance, currency, authorship, rights and accessibility. An available link does not guarantee instructional quality or role suitability.

Combine internal and curated content

Internal content explains company processes and context; external resources can broaden perspectives. Define what is confidential and what can be shared. Combine both in a journey with goals and learning checks rather than promise that gamification guarantees participation.

How to use it in GFoundry

GFoundry provides curated content with no additional usage charge where available in the organisation. Items start unpublished: review them, move them into your own category structure and publish with appropriate segmentation.

The catalogue complements internal materials rather than guarantee permanent availability of every video or topic. Edit items in your structure and use them in training. External-source access depends on availability and permissions.

Journeys and IDPs

Managers and employees can agree needs and development actions. Automatic profile adaptation is not guaranteed: selection and follow-up need owners.

Access and communication

Web, mobile and QR Codes can support access with appropriate authentication and connectivity. Communicate new resources and review segmentation.

AI creation

Learning Designer prepares a proposal and drafts from a PDF or brief. Confirm and review before publishing; curated and generated content are different processes.

Examples of areas to explore

The original article’s list is retained as topic examples rather than a guaranteed current inventory. Check your organisation’s catalogue; health, data protection and coronavirus resources need specialist and currency review.

Talks & webinars
Communication
Time management
Empathy
Feedback
Design thinking
Creativity and innovation
Management and collaboration
Marketing and sales
Health and well-being
Resilience
Productivity
Data protection
Coronavirus (historical content)
General culture
Music
Basic life support
Motivation
Languages
Mathematics
Portuguese
Geography
Arts and literature

13 frequently asked questions

1. Which module?

Learn. Compare plan limits and capabilities on the pricing page.

2. Is it free?

Available GFoundry curated content has no additional usage charge. This does not make subscriptions or bespoke production services free.

3. Does it take five minutes?

Timing depends on selection, review, organisation and audience. There is no universal deadline.

4. Is it visible automatically?

No. Items start unpublished; the client reviews and configures publication and segmentation.

5. Can I segment?

Yes, define the audience and check who sees published items.

6. Can I combine internal content?

Yes, respecting rights and instructional suitability.

7. Can I use only curated content?

You can build a journey, but check coverage of role needs and company-specific information.

8. Can it support IDPs?

Connect resources and agreed actions with development, an owner and review.

9. How often is it updated?

GFoundry adds and updates content; this is not a guaranteed timetable or coverage of every topic.

10. What formats exist?

Learn supports resources such as videos, PDFs and quizzes; check the available items.

11. Is gamification available?

Configured rules can award points, coins and badges. Opening a PDF, finishing a video and answering a quiz provide different evidence. A badge is not a professional qualification.

12. Can I suggest topics?

Yes, share needs to assess content and scope rather than guarantee included production.

13. How do I announce new content?

Use news, push and digest according to configuration, segmentation and access. Sending does not prove reading.

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Employee value proposition: connect promise and experience

Gabriel Costa — Tue, 14 Sep 2021 16:54:35 +0000

EVP: a value proposition that needs to be experienced

The employee value proposition combines what an organisation offers and the experience of working there. It extends beyond compensation and benefits and should reflect actual conditions, opportunities and verifiable commitments.

CIPD recommends that employer brand reflect actual employee experience. Listen to teams, managers and candidates and identify gaps between messages and practice.

The questions that must be answered when defining an EVP are:

What factors motivate my employees to work with me?
What factors motivate a person to apply to my company?
What factors make my employees not want to leave my company?

From attraction to experience

Explain conditions and opportunities before hiring and follow through during onboarding and development. Attractive messaging does not guarantee recruiting “high performers”. Selection criteria, roles, conditions and support still matter.

Which promise can be demonstrated?
Who can access opportunities?
What varies across roles or teams?
Who responds when experience differs from the message?

Five areas to organise the proposition

This is an adaptable working structure rather than a universal classification.

1. Pay

Understandable compensation conditions and criteria suited to roles.

2. Benefits

Defined benefits and access conditions; flexibility and insurance depend on policy and context.

3. Careers and development

Learning, practice, feedback and opportunities through clear criteria.

4. Work environment

Resources, autonomy, relationships and balanced responsibilities.

5. Culture

Decisions and leadership practices that give values observable evidence.

Where GFoundry supports EVP

The platform helps implement learning, communication, recognition, goals and development. Missions organise information stages and actions rather than replace an ATS or automate all selection.

For external or pre-hire audiences, confirm access, licensing, data and project criteria. An information app does not guarantee real-time visibility of external ATS stages.

Premium Talent Insights adds individual context and supports mentoring; GFoundry suggests pairs for HR approval. This connects the development promise to follow-up. Explore talent services.

Four activities to illustrate experience

Information and forms: clarify conditions and collect necessary information for defined purposes.
Organisation content: explain policies, work and accessible opportunities.
Knowledge quizzes: check understanding without inferring personality or aptitude.
Challenges and ideas: discuss situations using explicit criteria and respect for participants’ work.

Assess proposition consistency

Psychometric testing is not a confirmed native capability. External instruments require their own validation and integration scope. Social interaction or scores should not automatically become hiring decisions.

Choose a specific promise, demonstrate delivery and follow participant experience. Marketplace manages programme rewards rather than contractual benefits or pay. Compare plans.

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Internal communication: channels, listening and follow-up

Martin Rocha — Tue, 07 Sep 2021 13:39:30 +0000

Internal communication with a purpose

Organise information, listening and responses between people and teams. A useful message explains what changed, who it affects, the expected action and where to get help. Clear communication can support coordination and onboarding; more messages do not guarantee alignment or productivity.

Do: plan

Define purpose, audience, owner, channel, frequency and how to check understanding.

Do: listen and respond

Collect barriers, respond and explain decisions rather than leave suggestions without follow-up.

Do: adapt formats

Combine digital and in-person communication according to roles, accessibility and connectivity. Not everyone needs identical information at the same time.

Avoid: unnecessary barriers

Clarify contacts and responsibilities while respecting access and confidentiality.

Avoid: relying on one channel

Choose the channel for reference information, alerts, discussion or support.

Avoid: hiding progress

Share decisions and initiative status, distinguishing results from intentions.

An information centre connected with processes

GFoundry combines information, learning and participation in web and mobile. It can complement other tools rather than automatically integrate every platform or guarantee universal reach.

Push and digest

Use push for relevant alerts and digest for summaries. Adjust frequency, audience and timing. Permissions, connectivity and configuration affect receipt; sending does not prove reading.

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News

Publish context and resources for defined audiences. Include owner, date and next step; update outdated information.

Pulse

Follow nine climate metrics at configured frequency. Results can guide investigation but do not isolate communication’s causal effect.

Forms & Surveys

Use custom questions about clarity, access and suggestions. Explain purpose and visibility; protect anonymity and small groups.

Goals and OKRs

Make priorities, owners and progress understandable. Completion percentages need sources and criteria rather than only a motivational message.

Ideas and Communities

Innovation & Ideas organises challenges, review and voting according to configuration; Communities support sharing. Visibility does not mean everyone sees every proposal.

Answers and follow-up

Workplace Assistant can answer from available, permitted knowledge. Define reference content and escalation routes; review AI answers when they affect a decision.

Keep on reading

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OKRs: The Ultimate Guide to Setting and Achieving Goals

Clara Costa — Tue, 03 Aug 2021 10:18:45 +0000

Agile OKRs Purpose and Benefits

It ‘s common sense that people improve their performance when they are committed with challenging goals – it’s part of our nature, right? But do employees know what their employers and managers expect from them? According to Gallup, only half of the employees know what outcomes are expected from their work. They refer that “Meeting employee’s achievement needs is important to encouraging high performance. When managers help employees set work priorities and performance goals, they give employees more freedom in meeting these objectives, enabling them to take initiative and work autonomously.” It’s from this gap – organizations focus on their strategic priorities – that OKRs methodology aligns every stakeholder by unfolding objectives for the teams, having them simple and clear for everyone, with scanning metrics designated as “Key Results”.

In practice, using OKRs is different from other goal-setting techniques because of the aim to set very ambitious goals. When used this way, OKRs can enable teams to focus on the big bets and accomplish more than the team thought was possible, even if they don’t fully attain the stated goal. OKRs can help teams and individuals get outside of their comfort zones, prioritize work, and learn from both success and failure. re:Work in https://rework.withgoogle.com/

OKRs framework is implemented with a meaningful communication plan in which the teams acknowledge the strategy, as also:

Demystify what is objectives and explain their purpose;
Establish a comparison between the present organizational framework and its results against the outcomes with OKRs;
Explain how it works from a practical perspective, from the cycle’s definition, what is expected from each one, steps and deliverables, and how people are going to be recognized.

The link between people and this “culture” is directly related to where companies want to be and defining what the path to measure success.

Create a free account now to use our OKR’s Software.

OKR methodology supported with GFoundry platform

GFoundry, as an employee engagement solution, is the ideal tool to support OKRs implementation in the sense that responds to the main key attributes, as following: Simplicity: because its a mobile first solution it demands simple and direct descriptions; Transparency: allows defining objectives as public and share their progress with the stakeholders in real time; Agile and dynamic: super versatile in updates and sharing results, which can be auto declared, manually inserted or automatically, from a data source; Alignment: Sensibilization sessions accessed from content libraries, with different formats types and from the feed news with the main events and information; Feedback and Recognition: Follow up and regular support with access to reward plans and incentives from gamification techniques;

Create a free account now to use our OKR’s Software.

Some tips and best practices to manage OKR Objectives & Key Results

Objectives should be written with action verbs, with clear terms, tangible and prioritized according to the needs of the business. It’s recommended between 3 to 5 objectives to stay focused, which links with 3 key results.

What are the Key results?

Key results are metrics that show work outcomes produced by an employee to progress on the team objective. The results should be supported by clear evidence (Accounting, CRM´s, ERPs reports, etc) defined in the beginning, with a start point to a finishing one. It’s recommended to adopt the quarter for team cycles, with touchpoints in the middle of the term for feedback and coaching and to decide the eventual refresh or resolution of any objectives settled in the first place. At the end of the quarter an evaluation takes place to prepare objectives for the next quarter on the way to meet the organization strategic goals at the end of the economic year. Remember also that dashboards with some of the most relevant data are fundamental to follow the progress of some indicators:

Create a free account now to use our OKR’s Software.

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What are OKRs?

They are defined as inspiring and ambitious objectives in such a way that they excite people to change and leave their comfort zone;
They are measurable because of their link to key results, easy to measure outcomes accomplishments;
Everybody should acknowledge them. They are communicated to all the organization;
There’s a classification in which 60% to 70% is an acceptable milestone (when higher than this could be that the objective is too easy or poor in ambition).

What OKRs are NOT?

Individual appraisal objectives;
Tasks checklists (else what teams want to accomplish);
Ambiguities or utopies, because the outcomes are like math in the way they allow a great progress on the long term – they are realistic and achievable.

What is GFoundry’s OKR’s Module?

The OKR’s Module is a tool for Goals definition and management that allows the implementation of OKR methodology and can be used by teams and individuals for setting ambitious goals enabling measurable results.

Main features of OKR GFoundry’s module:

OKRs and Initiatives
Roadmap visualization
Due dates
Check-ins Reminders
Statistics with filters
KR’s progress Dashboards
KR’s Activity Stream
Settling objectives and personal challenges;
Settling objectives and professional challenges (smart goals);
Investment system with virtual coins where one can invest in objectives from others;
Objectives mass creation and management system;
Objectives status follow up on a simple and efficient way (start>progress>results);
Full integration with other modules for different purposes (Eg: Recognition, Feedback, Reward Market, Innovation, Performance Appraisal)

Keep on reading

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Climate Surveys: a photography of the organizational culture

David Martins — Wed, 28 Jul 2021 09:48:01 +0000

The importance of Climate Surveys

Organisational Climate is defined as the environment in the organisation, resulting from a collective perception regarding employees’ emotions and behaviours. This perception has an impact on the experience and alignment of employees with their organisation.

Some organisations conduct Climate Surveys only once a year. In a period of great uncertainty and upheaval (such as the year 2020), there is greater instability, resulting in a phase of change, considering that employees may change their goals, motivations, or even experience changes on a personal level. Therefore, it is necessary to carry out these studies systematically and periodically, in order to prevent future problems of alignment and connection with the organisational culture.

Some challenges such as high employee turnover, lack of motivation and lack of productivity in teams can be overcome at an early stage if the causes are correctly identified. It is even more important to be able to identify which factors may be influencing, in a positive or negative way, the organisational climate, in order to use them as decision-making tools.

It is essential to obtain results on Organisational Climate from a general point of view of the whole organisation, but it is also crucial to be able to detail the analysis by teams and/or departments. This detailed analysis allows the early recognition of gaps in the work environment of employees in certain groups, since leadership has a significant impact on climate.

Challenges from the pandemic

If before 2020 the challenges of measuring and managing the organisational climate were complex, in a pandemic period this challenge has become even greater.

The SARS-COV-2 pandemic has accelerated a much-debated trend among Human Resources professionals – the flexibilisation of work. If, on the one hand, it is a benefit for employees to have flexibility as to their choice of workplace, and even their working hours, it is, on the other hand, a challenge for HR professionals to manage people at a distance.

Managing teams remotely brings with it very different challenges in terms of aligning and connecting employees with their teams, with their leaders, and even with the organisation itself. It is therefore crucial to adjust employee information gathering practices in order to be able to take effective measures to improve their connection with the company.

Engagement Thermometer

The Engagement Thermometer allows you to know the main trends, feelings and behaviour patterns throughout the company through continuous feedback from the whole community.

The platform users periodically and automatically answer questions segmented by 9 metrics (such as Feedback, Recognition, Personal Development, Engagement with Managers, among others), giving rise to an engagement score that can be consulted afterwards.

The Thermometer is an important tool not only to analyze the momentary picture of the organization, but also as a way to evaluate the evolution of certain metrics over time. Through this temporal analysis, it is possible to understand the impact of the implementation of certain measures in the organisation, supporting all decisions made by the top management.

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Explore the calculator with explicit assumptions

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Onboarding Missions: a guide and six templates

Gabriel Costa — Tue, 20 Jul 2021 09:28:23 +0000

What is an onboarding Mission?

GFoundry Missions organise journeys through milestones and objectives linked to actions across modules. They can combine learning, tasks, forms, goals and recognition. They complement checklists and administrative processes; submitting a document does not mean signing a contract.

Five elements to prepare the journey

1. Milestones

Organise phases with defined text, icons and availability.

2. Objectives

Connect each objective to an action and completion criterion.

3. Presentation

Choose a coherent, readable thumbnail and background.

4. Preview

Review the experience before making it available.

5. Preparation and launch

Save the mission in Building and launch only when ready. Mission documentation explains the options.

Structural changes after launch require duplication and editing the copy. A reset removes progress and should only be used when necessary; consider duplicating for a new cohort to preserve history.

An illustrative three-stage structure

Timing and modules depend on the role, project and plan rather than a rule followed by every customer.

1. Preboarding

Before the first day: information, contacts and tasks with defined access. The aim is preparation rather than a promise to eliminate no-shows.

2. Welcome

In the first days: people, culture and procedures, combining content with human contact.

3. Role

In subsequent weeks: practice, goals and development with owners. Readiness requires evidence rather than only content completion.

Four costs to estimate with your own data

Use actual costs, defined periods and explicit scenarios. An external comparison does not establish a guaranteed return for your project.

Coordination time

Estimate HR and manager hours and distinguish recovered capacity from cash savings.

Content production

Include selection, review, updating and follow-up even with AI support.

Role readiness

Define readiness and verification; the first click is not productivity.

Exits and replacement

Use cohort data and your own costs. Exits have multiple causes rather than automatically result from onboarding.

Connect structure, content and participation

Missions and tasks

Define milestones, actions, segmentation and criteria; follow available progress.

Learning Designer and Role-Play Coach

Prepare content with confirmation and review; practise conversations by voice or in writing with reviewed criteria.

Gamification

Configure points, coins and badges for verifiable actions. Badges are not professional certification or reward currency.

Explore the case studies · Natixis ALL ABOARD: a gamified onboarding case · Stay Closer: evaluation, learning and onboarding with GFoundry

Six templates to adapt

These hypothetical examples have five activities each rather than cover all roles. Confirm resources, access, criteria and plan before launch.

1. Preboarding

Welcome video from the CEO or People team.
Checklist confirming documentary steps in the responsible administrative system.
Short company and values quiz with reviewed criteria.
Task to arrange a conversation with a buddy.
Introductory content prepared with Learning Designer from approved materials and reviewed before publication.

2. Generalist: administration, R&D and support

Company introduction and a useful-contacts quiz.
IT setup, access and tool checklists.
Reviewed information-security and relevant-policy training.
Three initial goals agreed with the manager and adapted to the role.
IDP actions with owner and review; evaluation and careers depend on the plan.

3. Sales and account management

Voice or written pitch and objection practice with Role-Play Coach.
Product quiz with appropriate criteria and participation.
Demo simulation with peer and manager feedback.
Review of five conversation examples approved for training rather than automatic call collection.
A ramp-up goal appropriate to the context and available resources.

4. Technical: engineering and product

Development environment setup task.
Architecture journey through videos, diagrams and quizzes.
An agreed first technical contribution as a milestone without a universal deadline.
Pairing sessions arranged with experienced colleagues.
Internal presentation of learning, evidence and remaining questions.

5. Frontline: retail, logistics and manufacturing

Short critical-procedure content reviewed by responsible professionals.
Three-to-five-question quizzes adjusted to workload and need.
QR Codes for contextual resources with appropriate access and connectivity.
Operational checklists validated by the responsible person.
Recognition of an observable contribution without equating points with professional qualification.

6. Leadership: managers and directors

Conversations with relevant stakeholders, not necessarily every C-level member.
Review of team context, resources, priorities and indicators.
A 30/60/90 plan as an example agreed with the manager.
People management learning and Role-Play Coach practice.
Integration and next-step review on an agreed date rather than mandatory formal team evaluation after three months.

AI for content and practice

Learning Designer turns a PDF or brief into a proposal for confirmation and drafts for review. It can prepare written content, slides, quizzes, a PDF and curated YouTube video according to the request; it does not record videos or remove validation.

Role-Play Coach simulates voice or written conversations and returns structured feedback. Test scenarios and criteria before release. Production time varies with materials, review and complexity; there is no universal deadline.

Four indicators to follow

These are not all automatically available native dashboards or alerts. Define sources, audience and frequency.

Progress

Use available Mission reports and check completed actions and criteria.

Time to readiness

Agree an operational criterion and confirmation source. Completing the first objective is not time-to-productivity.

Experience

Use custom Forms & Surveys/Insights questions on chosen dates. Pulse tracks nine climate metrics; do not assume eNPS is built into every Mission.

Cohort retention

Combine dates and people events from the responsible system. Do not promise a native 90-day churn dashboard or automatic alerts without confirmed configuration.

Four project accounts to explore

Cases show experiences in each publication’s historical context rather than automatically attribute all current capabilities to those projects.

Carglass: Go Inside

The case describes a talent management experience; consult the account for scope and context.

Cork Supply

The account presents learning, skills and development in a distributed organisation.

Closer: Stay Closer

The case connects onboarding, learning and evaluation in the described project.

Natixis: ALL ABOARD

The account presents gamified onboarding in the pandemic context.

From journey to talent management

Define the expected role outcome, who follows up and what evidence confirms progress. Talent Insights can support Premium mentoring with automatic pair suggestions for HR review and approval. Missions organise the journey; decisions and human contact remain with the organisation.

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SOMA (Leroy Merlin): a complete solution for talent management

Martin Rocha — Tue, 01 Sep 2020 13:22:57 +0000

This 2020 case study records the SOMA implementation and Cláudia Batista’s testimonial. The figures and planned next steps belong to that context.

Using the digital platform GFoundry, Leroy Merlin implemented a solution for all its employees that it called SOMA.

This solution aims to change the way its employees communicate and interact in key moments, such as performance evaluation, management of individual development plans, recognition, feedback, on-boarding, among others.

Cláudia Batista, responsible for the implementation of this project, which touches more than 5,000 employees, explained to the Câmara de Comércio e Indústria Portuguesa (CCIP) the fundamentals of this ambitious solution:

With the goal of attracting, managing and retaining talent in an increasingly digital world, Leroy Merlin implemented a digital engagement platform – SOMA, which offers a diversity of modules to fill the needs of Human Resources, but also of the different areas of the entire company.

Our strategy was to ensure that one of the most important processes in Human Resources – performance evaluation – would be integrated with other gamified modules available on the platform.

An example of this integration was the launch of the “Soma Recognition” module, where colleagues can be recognised and positive feedback can be given and the “Soma Knowledge” Training module, where learning is promoted while points are earned.

With this solution we guarantee that the entire performance management process is truly ongoing and easy to access. Employees always have their objectives and development plan available in the “Soma Talent” module. They can update their managers at any time.

We are constantly evolving and strategically outlining all steps to embrace new challenges. One of the next steps is to incorporate onboarding of new employees.

Cláudia Batista – Talent Development and Learning Manager @ Leroy Merlin

Connect evaluation, learning and recognition

The SOMA case illustrates a central talent management principle: objectives and development plans gain continuity when connected to learning and feedback. GFoundry lets organisations structure these processes in one platform, with defined responsibilities and follow-up moments.

Start with an evaluation cycle and the learning paths that respond to development needs. Explore GFoundry’s talent management platform and compare plans and capabilities.

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GFoundry: the story of the talent cycle Swiss army knife

Clara Costa — Mon, 04 May 2020 10:38:37 +0000

An account of GFoundry’s history

The original text describes the company’s creation and expansion goals, including a projection for 2017. References to “today”, “last year”, clients and funding belong to that account rather than establish current results or fulfilment of the projection.

About GFoundry

It appeared in 2014, but the path that led to the creation of GFoundry was started well before. The genesis lies in four of the founders, who knew each other since their time at the University of Minho, and who went through different companies and challenges, but always keeping technology as the common denominator. And that’s not all: they all gained experience in managing employees. With this, difficulties in common also arose, as João Gomes reveals: “we all suffered the need to get everyone rowing in the same direction”.

After nearly 20 years working with several companies, the intention arose to start a new, different project that would unite the four of them and that would meet the premises established by all: that technology would play a differentiating role (“as we have a background in technology, we could make more difference there”); that it would be a business “that would have a global aspect”; and that at the beginning of the activity it would not require the investment of large sums of capital. With this purpose, and with the union with Ubbin Labs company and its manager, João Carvalho, GFoundry was born, presenting itself as “the best multiplatform gamification solution to motivate its most important audience: employees, customers and partners”.

João Gomes – founding partner of GFoundry

From B2C to B2B

The first project was the launch of a quizzes app in Portuguese, B2C. “Sei +”, its name, worked (and works) as a “laboratory of ideas and experiences with users to later apply in companies”. This free app, aimed at the end consumer, worked like a test platform for the B2B solution that we are presenting today for companies, and which works on mobile, through an app, and in a web environment.

Based on gamification techniques – the process of using game mentality and mechanics to solve problems and involve users – the GFoundry software has several modules, one of which is training. This allows, through the aforementioned technique, that companies carry out training actions and transmit ideas and concepts, sometimes with increased difficulty, through quizzes, with rankings, “battles”, etc. In other words, using mechanisms and mentality associated to games, but transmitting the concepts that, possibly, in a more traditional way would be more difficult to internalise. The first company to become a client was CGI – a Canadian multinational. For this a Recognition module was developed, something that, in reality, as João Gomes revealed to us, was already planned to be done by GFoundry, but which took a different path from the initial one and was adapted to the reality of the client.

Here it is important to mention that GFoundry does not create custom software.

What happens is that, many times, the module is created with the client company and, from there, it can be used by all the other clients. Onboarding, Innovation, Evaluation or Objectives are other modules present, always, of course, with gamification as a technique. This common core facilitates user interaction with the platform, which, in a client-company, for example, can activate modules autonomously.

Important phase

According to João Gomes, the company is at an important phase. If the first challenge was, within the first six months, to put a version up and running on the market (which was achieved); the second challenge was to gain clients and effectively generate a return. This step was achieved last year, as a result of a client portfolio that includes CGI, Santander, Liberty, Sumol + Compal, AKI, among others. Now, a new purpose and goal to achieve is globalisation, with a turnover projection that matches that ambition: 450 thousand euros in 2017. One of the paths to this internationalisation is to take advantage of the fact that they work with multinational companies present in Portugal, using this gateway to reach the “mother company”. But, the options are not limited to this field, and other contacts are being developed. For all this, and to grow sustainably, capital is needed. In Portugal, about half of the 600 thousand Euros necessary to take this step has already been gathered.

Swiss army knife

With such a vast core business, there is sometimes a risk of referring to GFoundry as being synonymous with gamification. In fact, that is the technique that is used, but it does not fully define what the company is. It does not limit it to that, “it is a means, it is not an end in itself”. Not least because gamification is often focused, in other companies in the area, only on the area of training and recognition, while the GFoundry solution covers these, but also other fields, and that’s why GFoundry as a multiplicity of modules. How to define, then, what is GFoundry? Nothing better than to give the word to one of its founders, João Gomes: “an agile company, technologically advanced and that manages the cycle of talent of the employees, always with the idea of putting the employee in the centre to align, motivate and commit with the objectives of the company”. It is therefore “a Swiss army knife of the talent cycle”. A Swiss army knife proud of its Portuguese roots and with the necessary navigator’s spirit to succeed in today’s digital world.

The current offer beyond the account

GFoundry connects learning, evaluation, goals, feedback, recognition and communication. It can consolidate tools for these processes and complement administrative HRIS. It should not be presented as an ATS, payroll or a personality diagnosis based on rankings.

Learning Designer supports reviewed content creation; Role-Play Coach enables voice or written practice; Workplace Assistant answers using available knowledge. In Premium, Talent Strategist is the agent, People Intelligence and Talent Insights are services, and MCP supports queries and actions through configured tools and permissions.

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The Learning Journey

David Martins — Wed, 15 Apr 2020 11:33:28 +0000

What is a Learning Journey?

A learning journey is a new approach to help employees grow and stay motivated. Using the latest technology, it combines online learning with in-person sessions.

We present a clear model that integrates proven training methodologies, helping companies empower their employees through online learning. This includes both basic and specialized skills, as well as opportunities for social interactions, short lessons, tests, and digital certificates.

GFoundry is at the heart of this program. The platform integrates all elements through fun tasks and challenges. Employees can earn points, get badges, and see their position on leaderboards. Plus, they can win rewards!

The best part? The platform is intuitive and has an attractive design. Employees will enjoy exploring lessons that incorporate new technologies, like virtual reality. They can also track their progress, set goals, and receive recognition from their colleagues and managers.

Why is a Learning Journey Important?

Employees need more than just routine training. They need a continuous, engaging path that helps them evolve with their job roles and the industry. That’s where the concept of a learning journey comes into play.

1. Continuous Growth: Traditional training often ends once the session is over. But with a learning journey, the process is ongoing. Employees constantly build on their knowledge, ensuring they don’t stagnate and always have something new to learn.

2. Adaptability: As industries evolve, so should the skills of the workforce. By engaging in continuous learning journeys, employees can easily adapt to new tools, technologies, and techniques. This makes the business more resilient to changes.

3. Engagement and Motivation: Earning badges, points, and climbing up the leaderboard can be motivating. When learning is made fun and interactive, employees are more likely to participate actively and feel a sense of accomplishment.

4. Building a Community: Learning isn’t just about individual growth. Through social interactions on platforms like GFoundry, employees can share insights, help each other out, and foster a sense of community. This not only enhances learning but also promotes team bonding.

5. Future-proofing the Business: By investing in the continuous learning and development of its employees, a company ensures it remains competitive. A well-skilled workforce is a significant asset and can lead to innovation and improved performance.

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