Developing humans. Adapting organizations.
Laura Martínez
Michael Fensom
Nora Iñigo
What would expressing your highest look like? potential
For Us
Time Spent at Work
Unlocking Human Potential at the Workplace
1.9T USD annual loss -Bloomberg 2024 -Gallup 2023 23%
Feel engaged Workplace productivity
This begins with hiring
Present / 20th Century
People enter organizations through the Hiring Process
Hard skills solve a current business problem
Present Future / 21st century
People enter organizations through the Hiring Process
Hard skills solve a current business problem
Organizations build of people Networks
Human skills are required to solve business problems of tomorrow
Present
People enter
organizations through
the Hiring Process
Hard skills solve a current business problem
Adaptability
Future / 21st century
Organizations build of people Networks
Human skills are required to solve business problems of tomorrow
Why Now?
A for Adaptation Mutual Need
How do organizations and people in this rapidly evolving workspace? adapt
What is it?
A suite of tools that help people and teams developadapt together
People Teams
How did we get here?
Usual Approach
Unlocking Human Potential
Our Approach
Phase 01
Purpose
Added Value
Research Methodology
Interviews Experts
Research Methodology
Workshop/Survey Candidate
Candidates to job expectations don’t feel aligned
Candidates’ Feedback
Insights
Findings
Evidence
“There is purpose and then there is ; there is marketingbased purpose” stated actual
- Interview w/ Senior Level Hiring Manager
“As you get higher in an org, you get more influenced by capitalist principles and you have to reckon with ... at the end of the day, this is about
” preserving revenue
- Interview w/ Senior Level Hiring Manager
Learning growth opportunities
“ new things, , meeting my goals, being part of a team that motivates me”
- Candidates Survey
Findings
Evidence
“Talent acquisition is reactive because someone leaves, but should be primarily proactive: 40% around understanding need and 40% around retaining the best talent.”
- Feedback w/ Hiring Manager and Recruiter
“They (orgs) don’t give precise info about the job description. What you’ve been hired for is not what “they promised”
- Candidates Survey
Boundaries Connection points between organizations and people
Boundaries
Hiring Managers have the in this systemAgency
Phase 02 Screening for Cultural Add
Research Methodology Workshop Candidates
Survey for Hiring Managers
Journey Map
Insights
Pain Points
Evidence
“The competence of that candidate persona is just not very well defined or not agreed upon— around what is the what is an ideal candidate look like?” there's no alignment
- Workshop w/ Hiring Managers
“It’s hard to know exactly the might be what company looking for “And as a hiring manager I need to for this hire. Part of that case could also be this team sentiment.” make a case
- Candidates Survey
- Workshop w/ Hiring Managers
Insights
Pain Points
Evidence
“I have so many on how to actually someone to make sure that they culturally value-wise” challenges properly interview mesh with us
“It is the you have to , hence a word or a look might undermine the whole process, even if you are an ideal candidate.” only chance make an impression
- Candidates Survey - Workshop w/ Hiring Managers
Insights
Pain Points
Evidence
“If there's a solution that can help the interview process, I will welcome that a lot.” direct or facilitate
- Workshop w/ Hiring Managers
“Sometimes (hiring processes) are so long and you only want to save time.”
- Candidates Survey
Phase 03 Hiring System for Human Skills
Boundaries
Potential Organizational Partners
ompetitors
Landscape Analysis
human capital management (hcm) platforms
Purpose-based job search platforms
AI-powered talent experience platform with solutions for all stakeholders involved.
Landscape Analysis Competitors
USER-FRIENDLY data visualization
mentorship
talent lifecycle management
INTERVIEWING GUIDES
CANDIDATE ASSESSMENTs
hiring team alignment tool bias check
upskilling workers
talent & worker analytics
Integration w/ HCM & management software
Addapta is a new approach to hiring, onboarding, and sustaining talent from
Align amongst team members to identify and bridge skills gaps Hire for Development
Learn more
r Services
Integrate new members smoothly, promoting collaboration, growth, and cohesion. Onboarding for Development
Providing ongoing upskilling through mentorship, micro-lessons, and goal tracking. Sustaining for Development
People Teams
A System for
Hiring
Team Desktop
Tools
Team Assessment
Tools Candidate
Persona Builder
Candidate
actively honing his team management skills and developing a systemic thinking approach.
Our system
enhances
Our Ask
Study Case
Help us develop Addapta
Next Steps
Business Model
Design & Test
Psychology Expert
Develop frameworks: Team/Candidate Assessments
UX/UI Designer
Develop/Prototype: Interface that aligns w/ team workflows
Partner with Pilot Org
Begin beta testing tools with organization partner(s)
System Upgrades
Develop/Prototype: Interface that aligns w/ team workflows
Concept
Test Assumptions Develop services further
Developer
Build out software Integrate w/ HCM platforms
Beta Suite
Roll out system of digital tools that work with HCM platforms
Integrate AI
Identify/Integrate/Launch: Ways for insight generation from team data
New HCM Partners
Onboard new partner orgs/teams Build out revenue, development opportunities
Thriving
People and Orgs
