Our tools
Simplified instruments we build for our clients. Use them with your own figures, in your browser.
The firm's instruments
Tools that work, not a brochure.
These are simplified versions of instruments we build for our clients. Use them here, with your own figures, before deciding to talk to us.
TOOL 01
HR maturity diagnostic
Six questions, four tiers, one priority lever.
Answer six simple questions. The diagnostic places your HR function on one of four tiers and names the lever to engage first.
Does your organization have an up-to-date job and competency framework?
This result rests on a few simplified assumptions. An on-site engagement measures the real situation, accounts for your statutory constraints, and produces tools your teams then use on their own.
Nothing is transmitted or stored. These tools run entirely in your browser.
TOOL 02
FTE calculator
How many people does this activity actually require?
Enter the volume of a repetitive activity and the average time it takes. The tool does not return a single figure: it breaks the sizing into four decisions — gross workload, service quality, fragmentation, peak period — so every FTE requested can be defended line by line.
Building the model
9.4
Full-time equivalents required
- Gross workload8.0
- Service quality+1.49.4
- Fragmentation9.4
- Peak period+2.812.3
Our reading
Apparent overstaffing of 4.6 FTE. Before concluding, check the activities this calculation does not measure — the non-dedicated share of time covers some of them.
At 57 % occupancy, the average wait is around 1.3 times the handling time — a regime that absorbs variability without a permanent queue.
Most sensitive driver: transaction volume. A 1 % error on it moves the result by 1.0 %. Measure that one first.
The queueing figure assumes standard variability in arrivals and handling times (Ca² = Cs² = 1); scheduled work is more forgiving, an unscheduled counter less so. Above all, the result is only worth what the average handling time is worth: an engagement validates it by on-site observation, never by declaration.
Nothing is transmitted or stored. These tools run entirely in your browser.
TOOL 03
9 Box grid
Performance × potential, and the decision that follows.
Cross observed performance with assessed potential. Select a cell to see the decision it calls for. This is the instrument used in a career committee.
Potential ↑
Performance →low → high
Select a cell of the grid to display the reading and the decision it calls for.
A grid decides nothing on its own. A placement must be argued between at least two assessors, reviewed annually, and never communicated to the person as a label.
Nothing is transmitted or stored. These tools run entirely in your browser.
TOOL 04
NAITECH Consult · Training engineering
Build the technical file for your CSF training plan.
Answer a guided path following the GIAC / OFPPT circuit for the Special Training Contract, with the DACUM/PPM engineering that ranks needs. We turn your answers into a complete technical file — which we finalize and hand over, ready to file.
- 01
You answer a guided 7-step path, about 25 minutes.
- 02
DACUM/PPM engineering ranks your needs task by task.
- 03
You review a summary and receive a quote within 48 working hours.
- 04
After payment, NAITECH finalises and hands over the technical file.
The final document is neither generated nor downloadable directly from this path. Your answers are the raw material of the file; NAITECH Consult drafts it, formats it and hands it over once the quote is accepted and the service is paid.
TOOL 05
Training evaluation · Kirkpatrick model
Four levels, one causal chain, the link that breaks.
Demonstration on a fictitious action: “Front-line management”, 12 team leaders at a Moroccan industrial company. Pick a scenario or change the values: the tool recalculates the four levels, locates the break, proposes levers and detects new training needs. Everything stays in your browser.
Evaluation data
1 · Reaction
2 · Learning
3 · Behavior
4 · Results
| Organizational indicators | Before | After | Target |
|---|---|---|---|
| Team absenteeism | 7.2% | 5.5% | |
| Annual staff turnover | 14% | 10% | |
| Production deadlines met | 86% | 93% | |
| Annual reviews completed | 55% | 90% |
Targeted competencies (self-rating 0–4)
- 1. Leading the team
- 2. Setting and tracking goals
- 3. Running reviews, giving feedback
- 4. Handling tension and conflict
- 5. Delegating and empowering
- 6. Organizing work and priorities
Results
1 · Reaction
85
Strong
Did participants value the training and find it useful?
2 · Learning
62
Fragile
Did they actually acquire the targeted knowledge and skills?
3 · Behavior
41
Broken
Do they apply what they learned on the job, three to six months later?
4 · Results
12
Broken
Did the organization’s indicators move?
Calculation: level 1 = mean of the three measures; level 2 = normalized gain (after − before) / (100 − before); level 3 = application observed by managers; level 4 = mean share of the gap to target closed on each indicator. Thresholds: strong ≥ 70, fragile ≥ 50, broken < 50.
Where the chain breaks
Break at level 3: learned, but not applied on the job
Participants learned, but on-the-job application stays low. The problem is not the training: it is the work environment (manager, time, tools, organization). Repeating the same training would change nothing.
30-point gap between reported and observed application: self-reported level 3 overstates transfer. Rely on the managers’ observation.
Levers for action
- 01
Address the reported barriers below first, with the line managers.
- 02
Set up an individual post-training action plan, reviewed at 30 and 90 days.
- 03
Train managers to support transfer (the “sponsor” role).
- 04
Involve managers: briefing before the session, application goals agreed together, a 30-day follow-up.
- 05
Schedule application time (team rituals, dedicated slots) rather than adding it on top of the workload.
This diagnosis, on your own training
This demonstration runs on fictitious data. On your actions, NAITECH deploys the questionnaires, collects answers from participants and their managers, and delivers the diagnosis. Choose the offer that fits your need: the quote is issued within 5 days.
Before 1.5After 2.7
- 1. Leading the team · Maintain
- 2. Setting and tracking goals · Maintain
- 3. Running reviews, giving feedback · Maintain
- 4. Handling tension and conflict · Maintain
- 5. Delegating and empowering · Monitor
- 6. Organizing work and priorities · Monitor
New training needs
- Delegating and empoweringAfter 2/4 · Importance 2/4 → Self-study resources
- Organizing work and prioritiesAfter 2/4 · Importance 2/4 → Self-study resources
Written summary
On the Kirkpatrick chain, the action scores 85/100 for reaction, 62/100 for learning (normalized gain), 41/100 for observed application and 12/100 for results. Break at level 3: learned, but not applied on the job. Participants learned, but on-the-job application stays low. The problem is not the training: it is the work environment (manager, time, tools, organization). Repeating the same training would change nothing. Average mastery of the targeted competencies rises from 1.5 to 2.7 out of 4. 30-point gap between reported and observed application: self-reported level 3 overstates transfer. Rely on the managers’ observation. Priority needs to schedule: delegating and empowering and organizing work and priorities.
Demonstration on fictitious data. In a real assignment, level 2 relies on an automatically scored test (never a self-declared score), level 3 combines the participant’s self-assessment with their manager’s observation, and attributing level 4 results to the training remains a hypothesis to support (control group, prior trend). Reference: D. L. Kirkpatrick and J. D. Kirkpatrick, four-level model.
Nothing is transmitted or stored. These tools run entirely in your browser.
TOOL 06
AI governance diagnostic
Eight controls, priority risks, and the owners to involve.
Assess practices actually in place, not intentions. Each answer helps identify controls to strengthen. The diagnostic stays entirely in your browser.
What is the context of your AI use?
Indicative self-assessment based on your answers, without an evidence audit. This NAITECH score is not a certification, compliance assessment, or deployment authorization. Risks and obligations require review for each use case. Methodological reference: NIST AI RMF, a voluntary framework.
Nothing is transmitted or stored. These tools run entirely in your browser.
TOOL 07
AI maturity diagnostic
Six pillars, 29 capabilities, and an evidence-informed improvement plan.
NAITECH adaptation of UNESCO’s framework (2025), designed for public administrations. Businesses can also use this exploratory path by adapting it to their context. Select your typical current practice, then a realistic target for your organization.
Do not include names, personal data, or confidential documents in your notes.
Pillar 1/6 · 0/29 capabilities assessed
Strategy and value
How do I choose a level?
- 1. Basic: occasional or undocumented practices
- 2. Ready: documented, repeatable practices within a team
- 3. Dynamic: shared practices, consistently applied and measured
- 4. Advanced: continuous improvement informed by results
These prompts are simplified. Consult the corresponding section of the original guide for detailed criteria.
Source: UNESCO (2025), AI Maturity Framework: A self-positioning guide for public administrations. Stratejai (Stefano Sedola, Andrea Pescino, Enrico Sartor). Pathway, translations, and calculations adapted by NAITECH. Original English guide preserved unchanged. CC BY-SA 3.0 IGO.
Self-reported positioning, without an audit or UNESCO endorsement. Indicative pillar averages are a NAITECH summary with equal category weights, not a UNESCO certification rule. The lowest level remains visible: an average does not compensate for a missing safeguard. No universal target level is imposed.
Nothing is transmitted or stored. These tools run entirely in your browser.
Our approach
The added value of our work rests on the quality of our services: we carry our clients' objectives, and we measure our success by their satisfaction and enthusiasm.