Production, resources and infrastructure

Services, institutions and communities

What we know deeply

How we work with you

Production, resources and infrastructure
Large and multi-site organizations Forestry, wood and processing Construction
Services, institutions and communities
Health and social services Education Municipal, public and community sector
Organizational culture Cultural intelligence Leadership and management practices Onboarding, integration and retention Diversity strategy and governance
Skills development Diagnostic Conseils Speaking engagements Regional Roundtables International recruitment
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Deep blue and gold mosaic: a sailboat holding its course on a sea at sunset.
Deciding with greater precision

Conseils

Clarify a situation. Inform a decision. Structure the response.

Describe your situation See our areas of engagement
Overview

The problem people name is not always the problem to address.

A retention difficulty may come down to a management practice. A cultural tension may signal a poorly defined responsibility. A request for training may point to a process that needs revisiting.

Advisory work connects the decision, the structure, the culture people live and the employee journey before recommending anything.

A team meeting in a plant break room, a manager and operators in work clothes seated in a circle

A decision is tested on the floor, in the roles and in daily practice.

Areas of engagement

Five levels, one organization

Our consultants work where decisions, structures, practices and people all need to move in the same direction.

  1. 01

    Decisions and direction

    What the organization chooses to commit to.

    • Strategic planning
    • Strategic advice
    • Clarifying priorities
    • Governance
    • Implementation plan
    • Support for executive decisions
  2. 02

    Organization and the HR function

    What makes a direction workable.

    • Creating or restructuring an HR function
    • Roles and responsibilities
    • HR processes
    • Management tools
    • Policies and guides
    • Employee journey
    • Architecture of practices
  3. 03

    Culture and management practices

    What managers do day to day.

    • Organizational culture
    • Leadership
    • Management practices
    • Consistency between values and behaviours
    • Cultural intelligence
    • Intercultural dynamics
    • Team engagement
  4. 04

    Onboarding, integration and retention

    What the people who arrive actually experience.

    • International recruitment
    • Pre-arrival welcome
    • Home
    • Integration
    • Inclusion
    • Retention
    • Support for managers
    • The experience of international workers
  5. 05

    Organizational development

    What stays with the organization after the engagement.

    • Training needs assessment
    • Designing guides
    • Training materials
    • Onboarding tools
    • Organizational tools
    • Transfer of capability
    • Implementation support

The area most often behind the engagement Strategic planning sits at the first level : it sets the direction the other four have to support.

Engagements

Six ways in

Each family matches a recognizable situation. Framing tells us which one is yours.

  1. 01

    Strategy and planning

    The executive team has to settle on a direction and confirm the organization can carry it.

    What we examine

    The context, the priority issues, internal capacity and cultural conditions.

    What the engagement may produce

    A direction, priorities, a plan translated into responsibilities, and follow-up.

    Describe a planning situation
  2. 02

    Organizational audit and diagnostic

    Observations pile up without anyone knowing which ones explain the situation.

    What we examine

    The practices, processes, responsibilities and dynamics that keep the gaps in place.

    What the engagement may produce

    A documented diagnostic, causes told apart from symptoms, and priorities that are justified.

    Describe an audit or diagnostic situation
  3. 03

    HR structuring and tools

    The HR function has to be created, restructured or equipped.

    What we examine

    How roles are distributed, the processes, the policies and the employee journey.

    What the engagement may produce

    Clarified roles, processes, policies and guides people can actually use.

    Describe an HR structuring situation
  4. 04

    Culture, management and cultural intelligence

    The stated culture and daily practice no longer tell the same story.

    What we examine

    Cultural reference points, management practices and the consistency between values and behaviours.

    What the engagement may produce

    Shared reference points, clarified management practices and better-equipped managers.

    Organizational culture Cultural intelligence
  5. 05

    Onboarding, integration and retention

    Arrivals go badly, or departures come too soon.

    What we examine

    The full journey, from pre-arrival welcome to inclusion, and the preparation of the teams receiving people.

    What the engagement may produce

    Priorities, onboarding tools and an action plan that is tracked.

    Onboarding, integration and retention International recruitment
  6. 06

    Training needs assessment and materials

    Training is requested, with no certainty it will settle the situation.

    What we examine

    The real skills gap, and what actually belongs to structure or to management.

    What the engagement may produce

    A needs assessment and materials designed for your teams.

    Training needs assessment Skills development
A Mosaïca presentation to a group of managers seated in a room, with a projection screen and the firm's banner

Situations encountered with Quebec organizations, in industry as well as in the public networks.

Getting your bearings

Four modes of engagement, four distinct needs

You don't have to choose the vocabulary of consulting. Start from the need.

You have to decide

Conseils

Clarify the situation, examine the options, settle on a direction and structure the response.

You have to verify

Audit

Examine practices and responsibilities against a defined framework.

You have to understand

Diagnostic

Identify the causes, tensions and dynamics that explain a situation.

You have to implement

Ongoing support

Support adoption, adjust practices and hold the course over time.

The Intégramètre is not a fifth mode. It is the proprietary tool we bring in when an engagement concerns onboarding, integration and retention.

Proprietary tool

The Intégramètre

An online tool for diagnosing, prioritizing and steering onboarding, integration and retention. It examines practices, locates the gaps, turns them into priorities and then into an action plan whose progress can be tracked.

Its structure draws on the ISO 30415 standard, translated into concrete, observable elements.

70activities assessed
11structuring stages
Steering Governance : it is not a stage, it runs through all of them.
Prepare the ground
  1. 01Culture
  2. 02Planning
  3. 03Strategy
Recruit
  1. 04Launch
  2. 05Selection
  3. 06Administrative management
Welcome and integrate
  1. 07Pre-arrival welcome
  2. 08Home
  3. 09Integration
  4. 10Inclusion

practices observed → gaps located → priorities → action plan → progress tracked

Access the Intégramètre

The tool is available online. Access is opened on request : tell us about your organization and we will come back with the applicable terms.

See how the Intégramètre works
Subject of the request

The request goes to the Mosaïca team, who will reply to you directly.

Your request has been prepared in your email software. Send it so that we can follow up.
Approach

Four movements, adjusted to the engagement

01

Clarify the situation

Define the decision to be made, the scope and the people concerned.

02

Cross-reference facts and practices

Connect the data, the processes and the teams' experience.

03

Set the priorities

Tell the urgent from the essential and settle the decisions that commit the organization.

04

Design, then support

Build what is required, then support implementation.

Possible deliverables
  • Diagnostic
  • Recommendations
  • Strategic plan
  • Action plan
  • Clarification of roles
  • Processes
  • Policies
  • Onboarding guide
  • Training materials
  • Tracking dashboard
  • Implementation priorities

No single engagement produces all of these deliverables. They are selected according to the situation and the scope agreed at framing.

Next step

Describe the situation before choosing the service.

You don't need to know whether your need calls for an audit, a diagnostic, an advisory engagement or ongoing support. Tell us what is happening, what is holding, and the decision you have to make.

Describe your situation Talk to a consultant