"Getting out of the administrative and formal process of the annual interview that is not beneficial to the company's various stakeholders", this is what Yvan told us when we asked him what one of his objectives was when he joined Kapten.
Indeed, he noted that this system was not appreciated by the employees, unlike the other fluid and modern processes of the company.
Thus, he wanted to inject a new dynamic into the teams, "I had many ideas in mind, but I couldn't find a tool that matched my vision of things, finally until I came across Elevo".
More concretely, he wanted to change the form and content of the moments of exchange by instituting 360° feedback. The aim was, of course, to offer employees a more agile, transparent and collaborative follow-up, but also "to improve the company's image and to homogenize the quality of the tools we make available to them".
"The implementation and handling was very easy," he says. In fact, little communication was necessary to deploy Elevo in the company since "the product naturally led employees to complete their evaluations" he attests to us.
Yvan has seen many changes at Kapten since the implementation of Elevo.
"I expected 360° feedback to be well received, but it still exceeded my expectations: it was a real success.
Indeed, he was pleasantly surprised by the emulation around the latter and by the many interactions it can generate within the teams. In addition, he observes that "employees and managers are now more autonomous in conducting their interviews" and that they have become actors of feedback within the company.
He also points out that this is the first time that teams have been fully satisfied with their moments of exchange, and that employees are delighted to receive feedback from their peers.
Finally, Yvan points out that he has noticed a clear improvement in the quality of feedback at Kapten. According to him, this will be very useful to them on a managerial level to set up the most appropriate actions for each employee.