The person's behaviors
are listed
and directly readable

Human solutions to your transformation challenges

At CEPIG, we've been using Intelli7 since 1998.

Today we're working with the 3rd version; a valuable qualitative leap for our missions to support internal or external recruitment decisions, and integration.

Our business since 1965, to develop the potential of our customers' employees. Our ambition, to take care of all talents and contribute to making the company fertile, creator of human, economic, social value.

Intelli7 is an invaluable tool in this respect for several reasons:

First of all, the dynamic profile: its contextualized approach to each person enables us to describe a profile that's alive, in motion, and not reduced to static, immutable characteristics. For us, personality unfolds differently depending on how engaged the person is in the situation.

Next, the matchings:

- Individual profile with job fit,

- Individual profile with N+1 and/or team profile,

provide valuable information to support integration and/or job start-up.

Our customers are able to deepen their decisions; prepare for the arrival of people in teams; set up suitable management, thanks to the support advice.

Mathieu Maurice

His leitmotiv: finding simple, optimized solutions in complex environments. Passionate and committed, he accompanies young entrepreneurs in their projects and teaches in the X-HEC Entrepreneurs Major.

Clotilde La Batide Alanore

His passion: listening, saying and making people say, using language as a precision technology to diagnose, enlighten, encourage, set in motion and give meaning. Her main concern: finding the levers to maximize your employees' chances of success, whether in recruitment, empowerment or mobility.

Our references include:
Bouygues, RAJA, Happytal, Grands Moulins de Paris, GCC, Clarins, Maisons de monde, Kronenbourg

Conseil en organisation et management

My expertise lies in structuring fast-growing SMEs. For the managers of these companies, it's all about proving oneself in order to survive. Everything moves very fast, and we can be confronted with poorly explained situations, often linked to human dysfunctions, which act as a brake on development.

In this type of context, the Intelli7 model, which is highly visual and easy for anyone to grasp without being an expert, enabled me to easily capture the attention of managers and get them to usefully reflect on the question of matching human resources to the company's needs: how do we know if we have the right man at the right place?

I've used Intelli7 in a variety of ways, but when it comes to structuring companies of this type, I'd like to mention two that have generally made a real difference.

The first consisted, through a better understanding of the behaviors sought, in limiting decisions calling on the garbage can model.

This often unsuccessful strategy leads to recruiting for high-level positions, without too much formality or discernment, a person from the immediate environment. When the scope of recruitment is broadened and the desired behaviors have been clearly identified, the company has a better chance of recruiting an employee who will effectively support its development strategy.

The second type of action was to help reposition certain employees who were unsuitable or suffering in their jobs.

With the help of coaching based on a profile, we can help people to better understand their preferred operating modes and thus find their place; particularly on the manager/expert axis.

This helps repair a number of mistakes often made right from the start of the company.