Our latest facilitators' intervision brought together a group of facilitators, several of whom also wear the hat of HR Leader or Leader within their organizations.

This session had the specific intention of allowing the group present to co-generate and co-develop several ideas and themes around:

« How to integrate the 18 key factors as well as the sustainable teams approach in support of organizational HR processes? »

As a reminder, the 18 key factors for sustainable teams are part of an integrated model of organizational and team development. In this video, Frédéric Meuwly, Founder of Actitudes and the approach, summarizes the 18 key factors for us, represented in the form of a tree:

The discussions and themes developed by the group were so rich and impactful that we would like to try to share some key ideas in this White Paper.

Thanks to Laila Merval, Andrea Zahno, Laure Baltischwiler, Guy Zehnder, Anne-Laure Egger-Dormond - PCC Coach, Nicolas Ecknauer, Julien Weyer and Marco Mancesti for your valuable contributions to this session and to Frederic Meuwly and Clarissa Nicolet for facilitating the session.

This working session, which first allowed the group to reflect on multiple ideas and exchange best practices; then in a second phase to co-develop these themes in more depth.

The idea was to reflect on how to integrate the 18 key factors as well as the “sustainable teams” approach into the different levels:

1. both of the lifecycle employee
2. of the experience of the’team
3. as well as of leadership (organization, team managers and more broadly leaders)

Some key ideas:

Talent attractiveness, company image, organizational culture, onboarding:

• Being able to use the 18 key factors for sustainable teams to develop an organizational culture, a common internal language (and also with external stakeholders), stakeholders and future employees from the recruitment and talent attraction phase.
• Integrate these key factors into job and skill descriptions
• Integrate them into an organizational competency framework
• Develop a description of resulting behaviors and attitudes that we wish to see manifested within the organization
• Develop a corporate certification of the “friendly workplaces” type which could, for example, be called “sustainable workplaces” to promote the employer brand.

Performance development and management:

• Integrate an objective around the key factors into performance evaluation (individual and collective).
• Link the 18 factors to a competency framework (especially for soft skills).
• Use the 18 factors as a basis for a clear and structuring 360 Development Plan.

Team Life / Management

• Create a charter for teams in which the 18 factors are linked to tangible behaviors and practices. Use TeamScan to determine improvement levers via the 18 key factors.
• Use the 18 key factors card game or other cards for a "daily weather check" during individual Manager-Employee interviews.
• Integrate the 18 factors into management training to better link them to daily practices.
• During interviews, ask one or two specific questions related to a factor deemed important.

End of employment contract / separation

• Guide the separation under the best conditions, with a development perspective for the employee.

Finally, an essential point emerging from the group's reflections is the possibility of integrating the 18 key factors at different levels: organizational, team, and individual. And that of being able - depending on the need - to propose a guideline globally, by the organization - with adaptations according to the needs of each team as well.

And since a picture is sometimes worth a thousand words, we are sharing here an image extract from the group of contributing Facilitators present during this Intervision:

with their Work Board (extract from Mural) at the end of this work session:

And to go further... :

But in fact, what are “sustainable teams”? second video by Frédéric Meuwly: