25 September 2020
What are the TOD skills ?
Let the heart of your company beat! You often hear talking about « hard skills » or « softs skills ». But do you know what are the « TOD’s skills » ? The « hard skills » are the simplest to evaluate through diploma or technical questions, they encounter the requested competencies for a specific job ; they are learnt at school or acquired through training courses or all along the various professional experiences. They are the spine of your CV. The « soft skills» include the behavioural competencies such as ability for team working, for communication…. They can now be listed in the CV and take an increasing place within recruiters’ speech despite the difficulties to evaluate them in an objective way. As a matter of fact, they are proven along all the experiences but your ability to communicate or innovate may depend on environments, which make references or the setting up of situations not often meaningful. But beyond these competencies, it is important to understand how these competencies are set in motion, which are the individual driving forces allowing each one to express his talents to serve projects that will be thrilling to him. But beyond these competencies, it is important to understand how these competencies are set in motion, which are the individual driving forces allowing each one to express his talents to serve projects that will be thrilling to him. The TOD’s skills, the keys to commitment and companies’ performance. This human potential, this energy inside each individual, this expectation to express himself and serve a project become the essential competency. Without this energy, without commitment, companies will remain rich of wonderful but unexploited competencies and also with painful situations.
24 September 2020
Managerial courage, a key value of TOD
Author: Virginie Améaume, Head of Operations and Talent Relations at TOD How courage asks us to go through our fears and to take the risk of meeting ourselves in order to meet the others, to accept fully who we are, to accept and integrate the others for a development that makes sense with a collective project. Courage sends us back to our fear. Above all, it requires to become aware of this fear within us, so that we can overcome it. Facing the challenge requires recognizing our fear in order to integrate it and transform it into a desire for life. In the relational field, and in particular in the professional field, the apprehension of oneself, of one’s image in front of the other is a common and often unconscious fear, generating blocking, withdrawal, even inability to move forward, to express oneself, up to the rejection of the other and of the unknown. This fear leads us to a judgment of ourselves, our acts, our gestures, our actions, our words and our results. It questions the way we look at ourselves as a representation of the other’s look. It sends us back to our values and our own evaluation of ourselves. We can thus enter into a cycle – hellish and inhibiting to say the least – where our view of ourselves and what we assume about the other’s view of us, maintain suspicions about the value of our actions and words, reinforcing the attention we put on the other’s view. This apprehension is both real and symbolic. It can make us enter into a permanent and immediate control over ourselves. We then produce our own enslavement, judging ourselves, putting up barriers to the exploration and deployment of our potential. By seeking to live up to values and injunctions conveyed by an external order, we cut ourselves off from our own abilities and from the possibility of relying on our assets, on our natural strengths. We impose prohibitions on ourselves by looking for a performance that is far from a possible goal, because it is far from us, instead of daring to experiment with more fruitful experiences in line with our abilities. Moreover we can be invaded by a feeling of guilt of not “being up to it”, of not “being capable of”. We distance ourselves from ourselves, from our nature, from our values, from our own self-worth and consequently we distance ourselves from a dynamic of openness to others: fearing judgment or prohibition, as so many aggressions to our willingness to be, to say, to act, to dare to exchange by recognizing what makes our specificity. Courage, then, is taking the risk of the other, of facing the other as we are, aware of our assets, our capacities, our gifts, as well as our flaws, our mistakes, our hesitations, our shadow zones and also of our relational dependence which also allows us to know ourselves better. This requires us to emancipate ourselves from the gaze and judgment of the other in order to allow ourselves to be. Any relation to others, to otherness, thus entails taking a risk, which we can close, escape from it. Courage allows us to avoid giving a better image of ourselves at all costs and therefore to take the risk of the other, the risk of creating a link that becomes a bond that allows harmony. The courage to meet ourselves, to face ourselves, opens up to the encounter, to the acceptance of the other, who can then enter into the same dynamic of openness, of curiosity, beneficial for everyone. Facing ourselves is an opportunity to release ourselves from our own brakes, it is a creative act that also lightens us, invites us to accept our imperfections and therefore those of others. Beyond fear, courage gives rise to a desire for accomplishment that opens up to life. Daring to let ourselves be surprised by ourselves serves the quality of our relationships and the acceptance of the uniqueness of each being. Courage includes uncertainty, the uncertain as a creative source. The courage of self-awareness and self-acceptance releases from a bondage to a supposed, imaginary image. It resonates as a condition of recognition and openness to the other, different from oneself. It is the carrier of a collective maturation. The manager guided by this awareness can thus accept the other as he or she is, in the same way as he or she accepts him or herself: thus, opening the way to the acceptance and integration of differences, to the desire to exchange and collaborate in confidence, lifting the barriers of judgement, and allowing each person to assume the responsibility of being. Managerial courage invites each and every member of a team to self-fulfillment, to a vitality that allows collective mutations.
18 September 2019
TOD is rated 72/100 by EARLYMETRICS
TOD rated by Earlymetrics TOD was honored to be selected by EarlyMetrics to conduct a company evaluation. For its first rating, TOD was awarded 72%. According to the agency, this is an excellent score considering the level of maturity of the startup. EarlyMetrics is the first startup rating agency in Europe, whose mission is to detect, qualify, analyze and evaluate the most promising startups in Europe. The rating takes into account 50 points, based on three pillars: the founders and management, the project and technology, the ecosystem and the market. In its report, EarlyMetrics recognizes the relevance of TOD solution in a mature and growing talent management software market. What remains to be done now is to convince companies to transform their approach to human resources management, to change the way they look at their employees, to rely on the human values and professional aspirations of their talents, for more meaning and performance. TOD tools will be real engagement boosters, catalysts of innovation and transformation for a sustainable company.
2 August 2019
TOD mobilizes its community to reach 15,000 talents by the end of the year
Challenge #15000 talents CHALLENGE #15000 TALENTS : At the beginning of the summer, TOD launched a great challenge #15000 talents to multiply its forces. TOD has mobilized its entire community to grow and become stronger in order to build a new world of talent management, full of humanity and meaning, for companies that are more efficient and effective in serving their missions. The objective is simple: to reinforce the strength of TOD intervention, to increase its visibility and, above all, its credibility in front of clients who may doubt on the startup’s ability to systematically fulfill its promise: to offer the right talent at the right time in the right place, thanks to a matching of the aspirations, values and commitment drivers of the candidates with the performance stakes of the position or the mission to be filled. The principle of the challenge is simple: if each TOD Talent invits 10 new talents to join the community, they could be 15,000 by the end of the year… The strength of TOD would then be more than tenfold to revolutionize the management of human resources! And there is something to win: the 15 talents who bring in the highest numbers of talents will receive a full profile analysis, according to the Spirit of TOD tool . Referrers will be asked to include their sponsor’s first and last name preceded by “#challenge 15000” in the answer to the question “Who am I?”.
28 June 2019
TOD on TV Finances: the meetic of employment that revolutionizes recruitment
Talk of general managers, TV Finances and Boursorama Olivier Petit, co-founder, presents TOD. The innovative concept is based on a personality and skills test that revolutionizes the world of recruitment and makes it more efficient. As a result, 100% of the candidates presented by Tod to its clients, some thirty companies, have been hired. And if the candidates fit the profile so well, it is because the method also involves the managers and the teams. In fact, thanks to its success, the startup has just launched T2B, a software solution in SaaS mode, dedicated to companies to enable them to better evaluate professional expectations. Tod’s clearly stated objective is to reconcile employees with the company. Copyright (c) 2019 www.TVFinance.fr Watch the replay of the interview
20 May 2019