Diagnostic
See the practices. Prioritize the gaps. Steer the progress.
70 activities assessed across 11 stages, from welcome to inclusion.
See the practices before choosing the actions
An organization can multiply initiatives without knowing which ones really exist, or which stage is weakening the journey. The Intégramètre replaces that impression with structured observation.
Each activity is assessed on a common scale, which produces a picture stage by stage.
Gaps are ranked by what they weaken, so effort can be concentrated.
The priorities become an action plan, and then progress that is tracked.
Activities observed → gaps revealed → priorities → action plan → follow-up
The Intégramètre is specialized in welcome, integration, inclusion and retention. It does not replace a culture diagnostic, an HR audit, a training needs assessment or a strategic analysis : it sits within Mosaïca's diagnostic ecosystem. See the other modes of engagement
One organizational account, one guided journey
The tool brings the steering committee, the people responsible for the journey and leadership around a single reading of the practices.
- 01Organizational accountAccess in the organization's name, for the people taking part.
- 02Entering the diagnosticThe sequence follows the real path of a new employee.
- 03Assessing the activitiesEach activity is situated according to what is in place and applied.
- 04Results by stageThe strengths and the stages that weaken the journey.
- 05Priorities and action planThe gaps selected become dated actions.
- 06Tracking progressThe diagnostic can be run again to measure how things have changed.
Eleven stages, from steering to inclusion
From steering to staying in the job. An upstream weakness is paid for downstream : the eleven stages are therefore assessed together.
- 01Steering
- 02Culture
- 03Planning
- 04Strategy
- 05Launch
- 06Selection
- 07Administrative management
- 08Pre-arrival welcome
- 09Home
- 10Integration
- 11Inclusion
Steering
The governance of the initiative : who tracks what, with which indicators.
What is examined
The governance of the initiative, the indicators tracked and the mechanisms for adjustment.
Possible gap
Real initiatives, with no visibility on their effect.
Culture
Company culture as a shared foundation.
What is examined
The cultural reference points, how they are spread and the consistency between the stated culture and the one people live.
Possible gap
Vague reference points that pull teams out of alignment.
Planning
Anticipated needs and defined profiles.
What is examined
Forecasting needs, job descriptions and the criteria adopted.
Possible gap
Hires poorly aligned with real needs.
Strategy
A strategy proportionate to the capacity to receive people.
What is examined
The selection criteria, the target pools and the internal capacity to welcome.
Possible gap
A strategy oversized relative to internal capacity.
Launch
Rolling out the attraction tools.
What is examined
The messaging, the channels and how faithfully postings reflect the real culture.
Possible gap
A gap between the posting and the internal cultural reality.
Selection
Mutual fit between people and the workplace.
What is examined
The fairness of the process, the assessment tools and the justification of decisions.
Possible gap
A lack of traceability in selection decisions.
Administrative management
Documentary compliance throughout the journey.
What is examined
Regulatory compliance, the schedule of procedures and the tracking of deadlines.
Possible gap
Administrative delays that then undermine integration.
Pre-arrival welcome
Preparing the arrivals and the teams alike.
What is examined
The program provided before arrival and the preparation of the teams receiving people.
Possible gap
An arrival poorly supported from the very first days.
Home
The first days, structured and human.
What is examined
The welcome meetings and the follow-up over the first weeks.
Possible gap
Isolation from the very first days, for want of clear reference points.
Integration
Toward autonomy, in the organization and in the community.
What is examined
The support provided, managers' backing and the opportunities to build connections.
Possible gap
Unnoticed difficulties that slow progress in the role.
Inclusion
Staying in the job, and continuous improvement.
What is examined
The assessment of practices, the recognition of individual journeys and the levers of retention.
Possible gap
Departures caused by a lack of recognition.
The 70 activities are spread across these eleven stages. The Intégramètre is structured in line with relevant principles of the ISO 30415 standard on diversity and inclusion ; it keeps its own assessment system and is neither certified nor validated by ISO.
From the picture to the follow-up
A diagnostic is only of interest if it leads to decisions.
Diagnostic
An overall picture and a stage-by-stage reading, on a comparable scale.
Priorities
Strengths and gaps are told apart, then ranked by importance.
Action plan
The priorities become actions, with owners and deadlines.
Follow-up
The process can be run again to measure progress.
- Level 1Emerging awarenessInformal, reactive efforts. Structure yet to be built.
- Level 2Targeted rolloutVisible but localized efforts. Overall alignment yet to be consolidated.
- Level 3Structured and mobilizedA formal framework in place. Collective ownership yet to deepen.
- Level 4Diversity strategistIntegrated practices, tracked over time.
The level follows from the assessment of activities stage by stage. It serves as a marker of progress and is read together with the context : on its own, it says nothing useful.
Organizational and regional expertise
Mathieu Ouimette-Brochu
Partner consultant, MBA, CRHA
A partner consultant, MBA and CRHA, Mathieu Ouimette-Brochu devoted his graduate research paper to analyzing the key retention factors for newcomers in Quebec's regions. His research, conducted with 39 people newly arrived in Saguenay–Lac-Saint-Jean, informs our reading of the organizational, human and regional factors tied to integration and retention.
He contributes to HR governance, to reading the indicators and to prioritization.
Read the paper in the UQO institutional repository (in French)A graduate research paper filed in 2024 at Université du Québec en Outaouais. This research documents the expertise we draw on ; it does not constitute a validation of the Intégramètre, its activities or its stages.
Account, membership and support
Access is opened on request : the terms are confirmed with the organization before the account is activated.
- 01Request an accountThe organization sends its contact details and outlines its interest.
- 02Receive the termsThe membership terms matching the organization and the intended use.
- 03Activate accessThe account is created once the terms are confirmed.
- 04Run the diagnosticThe organization assesses the activities on the platform.
- 05Get supportA consultant can support the framing, the analysis and the action plan, if that option is chosen.
Submit your request
Your request is carried over into the contact form, where you review and confirm it before sending.
No price, timeline or membership package is published on this page : the terms are set with each organization.
Locate your practices before choosing your actions
When welcome, integration or retention are a problem and no one knows where to start, the Intégramètre provides the picture that is missing.