Resources

Tools, before any proposal

Calculator

How much is this vacant position costing you?

An order of magnitude, calculated only from your own figures. Nothing is stored.

Value of work not done or shifted0 CHF

Calculation: monthly salary × months vacant × share of work not done. Indirect costs (overtime, delayed projects, departures in the team) are not included.

Talk it through in 20 minutes
Video

Our methodology in a webinar (in French)

How market mapping changes the way you recruit.

Watch on YouTube

Articles and posts (in French): see the News page.

Workforce planning

Is your organisation ready for a pilot?

Answer yes or no.

  1. Can you name the five positions whose departure would put you in difficulty this year?
  2. Do you know the age pyramid of the teams concerned?
  3. Do you have turnover and mobility data for the last two years?
  4. Is a manager ready to carry a pilot in their area?
  5. Are tomorrow's key skills written down anywhere?
  6. Does your management expect results before committing a budget?

Four yeses or more: you can launch a pilot. Two or three: start with the diagnosis. Fewer than two: scoping is the first step.

Internal communication

The intentional communication test

Six questions to ask of every message before sending it.

  1. Why this message: to inform, to prompt action, or to connect teams?
  2. Who is it for, and only for whom?
  3. What do we expect from recipients once they have read it?
  4. Through which channel will they receive it: the one they actually check?
  5. When should it arrive to give them time to act?
  6. How will you check it was received and understood?

A message that fails two of these questions deserves to be revised, merged or dropped.

Outplacement

Preparing to announce the support

Before

  • Reason, terms and timeline ready in writing
  • Support defined: duration, content, contact person
  • First appointment with the person providing support already booked
  • An HR person available right after the meeting

During

  • Announce the decision at the start of the meeting
  • Present the support as a specific commitment, not as compensation
  • Hand over in writing the programme and the contact details of the person providing support
  • Leave room for questions and reactions

After

  • First support appointment within the week
  • Inform the team, mentioning the support offered
  • Follow-up with the person and their manager

A question about your market?

Twenty minutes to look at your situation together.

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