Alchemy between financial profitability and human resources

Operations management: the alchemy between financial profitability and human resources

In the vast world of business, operations management is positioned as the central pillar of business success. More than just an operating mechanism, it is the real beating heart that drives the growth pace of organizations, thus ensuring their strategic positioning on the competitive scene.

Every decision, action and strategy adopted has repercussions on the company’s trajectory. The operational leader must excel in his or her ability to turn resources into tangible successes. Operations management isn’t just about numbers. It is first and foremost a question of humans. Because behind every machine, every software, every decision, there is a human who acts, thinks and innovates. And it is this human dimension, with all its complexity, aspirations and potential, that can make all the difference between a profitable business or one with stagnating results.

In this context, how can leaders ensure that human talent is not only competent, but also fully engaged and aligned with the company’s vision? How can they turn their teams’ potential into concrete and measurable results? And above all, how can they do it in a sustainable way, ensuring the satisfaction and fulfillment of their employees? These and many other issues are at the heart of today’s operations management issues. Responding to them requires a strategic, innovative and human-centered approach.

The essence of operational management: a relentless quest for excellence

The dynamics of today’s markets require companies to adapt and constantly evolve. Leaders and operational directors, aware of this reality, continually invest in improving the management of their human resources.

For more than three decades, our role as a management consulting firm has allowed us to support many leaders in this quest for excellence. Each interaction, exchange, challenge and meeting has enriched our understanding of the specific issues these leaders face. And, despite the diversity of contexts and the size of companies, one constant remains in our diagnosis:  the human dimension is the one that involves the greatest challenges!

People at the heart of profitability

It is obvious that the performance of our teams has a direct impact on the overall profitability of the company. Despite all the skills and expertise of the leaders, the rigorous processes in place and the training programs, one crucial element is often missing: “human” business intelligence.

Psychometrics: an underutilised strategic tool

While psychometrics is widely recognized and used by human resources departments, especially in recruitment processes, unfortunately its full potential remains under-exploited. This data represents a goldmine of information, offering a unique perspective to improve the profitability and efficiency of onboarding, training and operations processes.

Here are some examples:


The match between an employee and their position is sometimes seen as a simple “desired ideal” and less and less likely in the context of a labour shortage. But what about the easily predictable repercussions of the mismatch or discrepancies between the candidate’s profile and the target profile for the job?  What are your strategies? How do you adapt the context to ensure that the person will still perform, feel competent and meet the need of the position?


In our article Personalizing the onboarding experience pays off! We have presented you with alarming statistics that demonstrate that integrating an employee into a new position is a delicate and crucial step for them to stay there and excel. By knowing the personality profile of a new employee, how do you adapt your onboarding process so that its integration meets their needs and is quickly effective?

Psychosocial risk reduction

Burnout, stress, disengagement, etc. Psychosocial risks have disastrous financial consequences for organizations. By using psychometric tests that allow you to know in real time the perception of your employees and their state of mind, you are able to take a proactive approach and implement preventive measures.

Operational management: increased profitability

Do you want to improve your company’s operational efficiency quickly and concretely? Taking a hard look at the history of your psychometric data can really increase your profitability. Indeed, by having a clear vision of the personality profiles of the most and least successful employees on your team, for each position, you can decipher the profitability associated with each profile. This translates into a significant influence on key indicators, such as production per hour, sales per hour, hourly rate, or customer satisfaction.

In conclusion, the convergence between business intelligence and psychometrics is not just a passing trend. It represents the future of operations management. Companies that integrate and use this data to adapt their business strategies will certainly benefit from a major competitive advantage and increased profitability.

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