Q: Our organization has always put a lot of emphasis on selecting and developing supervisors and managers showing leadership potential. In some cases, our assessment was “bang on” while in other cases we made really bad choices. Each time, we were looking for “transformational leaders”, as this seems to be the way to go. However,
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Published on June 11 by FocusRH, a French journal specialising in human ressources, the below article is based on an interview with André Durivage pertaining to the assessment of talent in Quebec. To access the article (available in French only), please click on the link below: http://www.focusrh.com/recrutement/outil-recrutement/a-la-une/evaluation-des-talents-lexemple-quebecois.html
What would the Dr. do? Dispensing expert HR advice from EPSI’s President, the highly respected author André Durivage, Ph. D Q: As our company continues to grow, so does my appreciation for the role of HR in our operations. As we expand our business, our mission and vision evolve – so I have decided to invest
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Expert human resources advice from EPSI President and highly-respected author, André Durivage, PhD Q: Our company recently hired three employees for our business development department following a comparative interview process in which we compared the candidates’ education and skills against the job’s specific tasks and required skills. Given the increasingly technological nature of the field of
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What would the Dr. Do? Dispensing expert HR advice from EPSI’s President, the highly respected author André Durivage, Ph.D. Q: Last year, we developed a structured process for evaluating “up-and-comers” within the organization. This process involved a personality test, a test on interest in management and a structured interview. We selected a number of our
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