In order to understand the entire organisation, we must begin with the individuals and their adaption to their current job.


It is vital to uncover the leadershipskills and the corporate culture.


An excellent culture start with leadership qualities, motivated employees and how well their fit their jobs.


The HR Organisational Analyzis is the assembly of Corporate Culture Analyzis, Leadership Analyzis, Management Analyzis, Individual Analyzis and Performance Analyzis.

Our unique expertise is algorithms that analyze the relationships between leadership, individual and culture and identify the company's DNA.

The summary is presented in our HRA Dashboard, which includes full drill-down.


We analyse the human capital and find the corporate DNA

  • The entrance to our system is through Individual Analyzis, Management Analyzis or Corporate Culture Analyzis.
  • Through our HRA Dashboard we find the correlation and provide vital Business simulation. Each analysis can be done separetely or as a part of a complete organsational analysis.


See more in the

executive summary



60% of all Merger & Acquisition processes fails.




A lack of knowledge about the Corporate Culture, leadershipskills and leadership-potential .


Most businesses examines:

  • Economic Due Dilligences
  • Legal aspects / agreements
  • Environment
  • HR formal processes

compensation schemes

employment agreements

personnel handbooks

HMS, QA, procedures



Successfully mergers and acquisitions have a strong focus on those who actually do the job after the acquisition; in fact leaders and employees - The human capital.

Particularly in competence organizations it is often the employees who constitute the value of the company.

Extensive research is the basis for achieving return on investment

The purpose of the HR analyzis is to describe the company's human capital. To know how the corporate culture is working:

To know why culture is what it is; you must know the employee's potential (who they are) and leadership competences (what they do).

Which critical leadership competences are missing and the potential of each employee / leader in the position they have today and/or other positions internally.

This must be compared with the same criteria in the company being acquired.

What is the best of both cultures and how do we get the greatest effect post-merger?





Before you configure out where you are going and how to get there, you have to know where you are. That is why it is so important to measure the organization.


CCA provides answers to vital questions such as:

  • To what extent do we have a functioning organisation?
  • What characterizes our corporate organisational culture?



Why is Culture so important?

  • Large and continuous changes sets new requirements for businesses / organisations and individuals.
  • Employee attitudes can make or break your business.
  • Great leaders therefore see continuous change processes as a natural, desirable and necessary consequence.

Cultural Development:

  • Skilled managers would therefore develop good cultures with continuous learning.
  • Business and organisational cultures with the values that create results. "Top Performance" is crucial for Innovation, development, quality and results.
  • How well the organisation functions at strategic level and at the operating, practical-and tactical levels.
  • To what extent there is a relationship between strategy and operational performance.
  • Critical leadership skills and potential tension fields / stressful areas for managers and employees.



Our Leadership Analyzis is the correlation between Individual Analyzis and Management Analyzis.


It shows the existing Management competencies with the associated leadership skills, what potentials there are and the current situation in the organisation. It also shows what is considered the most important leadership skills and the actual score in the organisation.


The results are shown per leader, department and the organisation as a whole.



If you only use personality assessments, performance prediction is no greater than 20%. Cognitive skills make up for 50% of performance prediction, while occupational interests make up for 20 %. If you use all of these assessment tools, performance prediction will not exceed 65-75%.

Our Job Match is a complex system of algorithms which identify psychological and skill-based potential with a performance predictions of over 90%. Our competitive advantage is our ability to identify job match on an organisation and per-position basis.

We provide development plans for each unique individual.

For recruitment, talent development and career development programs

Statistic shows that engaged employees perform significantly more than those who are disengaged. Only 14% of employees are in a job where they can use their strengths most of the time.


Talent Management refers to the skills to attract skilled workers, to integrate new workers, and developing and retaining current workers to meet current and future business objectives. The process of attracting and retaining higly value contributing employees have become more and more important for companies.

When it is gaining competitiveness and are of strategic importance to businesses, the term "war for talent" has become a familiar term. "Talent management" means different things to different organizations. For some it is about the management of valuable individuals or "talented", while for others it is about how talent is managed generally -. based on the assumption that all people have talent which should be identified and be released.

If you would like to know how we can help with development of talent management for companies contact us.

  • Who are your top performers?
  • What characterizes them?
  • How can you assist your top performers, development and retain them?

This and similar questions you will meet as Manager in a hectic everyday life.

It is about finding the strengths of the employees, where in the organization those forces fit and simultaneously give employees stimuli so they want to contribute to the development of the organization for a long time.

This is not an all-out effort, this is about thinking long term through process work.



Be aware of:

  • How well each employee fit their or any other position.
  • Performence levels of the employees.
  • Performance levels of the leaders and what potential they have to develop further.
  • How is the culture of the company in total and in each unique department in relation to: willingness to change, innovation, developing areas, environment, values, stress levels, tension areas etc.
  • Identification of the company's overall performance gap.
  • Organisational development plans.





Sandakerveien 24D entrance F3

0473 Oslo, Norway

Tel: +47 909 56 554

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We measure the HR Capital in corporations. We assist companies and Private Equity companies during Merger & Acquisitions and development processes, to make the right choices in a predictable, informative and effective way so you can measure ROI on the investment.

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