Mindsetto, Paphos (2026)

06/03/2024

Hi! We are Mindsetto, HR-consultancy, based in Cyprus since 2022.

We have been advising our clients on how to develop their personnel more efficiently: we design Learning&Development programs, conduct trainings, assess employees, do team and individual coaching.

We opened an office in Cyprus to offer local companies the most modern and efficient HR solutions:

📎 Leadership Development Programmes: we take a comprehensive and long-term approach to the development of your leaders. Our programme starts with an assessment of the leadership potential of managers and climate in their teams. It then continues with trainings, coaching sessions and follow-up meetings to support the ongoing development of the employees.

📎 Assessment tools and Competency frameworks: assessment tools design; usage of psychometric tools (aptitude tests, competency questionnaire), conducting assessment and development centres; design of competency frameworks (soft and hard skills) or implementing an existing ones.

📎 Team and individual coaching: IDPs design; coaching sessions; development tracking; design and conduction of team sessions.

Welcome to our website to learn more
https://www.mindsetto.io

06/03/2024

Hi everybody, I'm Tatiana Kolombet, founder and CEO at Mindsetto.

I'm a certified HR professional with career spanning more than 20 years. I have a major experience in designing and conducting leadership assessment and development projects, coaching mid to top level managers and executives, and in leading complex HR projects.

I believe that in every company at some point, CEO and key shareholders start realising the importance of HR and understanding that HR processes are not limited to recruitment. Mindsetto will benefit those companies that value investment in people and those who are looking forward to set up proper HR processes. In addition, we will be useful to businesses with developed HR function, where assistance of an external vendor is required.

I thrive from working with demanding and involving clients, who always ask questions and expect quick and proper result. My experience of creating and managing a consulting business helps me understand the needs of a wide variety of companies at different stages of business development: from multinational companies, public and private corporations to fresh startups.

Our main advantage is an ability to assemble a team perfectly fit for a project of any difficulty and scale. It doesn’t matter what draft we receive and what resources we have at start — we have a pool of battle-tempered consultants, trustworthy partners, experienced coaches and other specialists ready to take action in most complex projects.

22/06/2023

How to improve team capacity using the role typologies? (part 2)

1. Diagnose the team for role types.

2. Give each team member individual feedback on the diagnosis.
A good team role report contains sections to help staff understand their roles and look at them from a business perspective:
- What are the priority roles and how do they overlap?
- What can be expected of a combination of two priority roles?

For example, if an employee prioritises a Striver and an Innovator, they will combine to produce strengths such as the tendency to go hard at realising goals and offering courageous solutions to problems.

What are contrasting job roles? And what characteristics do contrasting two desirable and two undesirable roles provide?
For example, if a person tends to take the position of Innovator but avoids the role of Finisher, they may act as a distraction to colleagues by suggesting new ideas, even though the team has moved to the implementation or completion stage.

How do you take advantage of job roles and compensate for undesirable ones?
For example, if an employee avoids the role of Finisher, it is important to verify important information, involve colleagues in this verification and clearly articulate project milestones and checkpoints.

How do you interact with other roles?
It is useful for Innovator to discuss new ideas and perspectives with a Relator, which they can then use to involve the whole team in discussing ideas.

How to interact with similar roles?
For example, Innovator should write down the most interesting ideas from discussions with other Innovators, so that ideas don't get lost after they brainstorm.

3. Conduct a workshop on team roles - involve the team in familiarising themselves with the typology, explain what tasks each type prefers to take on, how the team achieves results through a variety of roles and what difficulties are experienced in the absence of one or another role.

Talk about the roles in your team that are lacking in order to work in a balanced way. Agree on a redistribution of roles and communicate to each staff member the importance of switching between roles.

The key points:
1. Conscious team role assignment leads to successful performance
2. The team can be reshaped by roles and the potential for role expression
3. Team members can be switched between roles - individual feedback from diagnosis and understanding of the value of the roles they will take on will help

08/06/2023

How can you increase a team's potential with role typologies?

Any work with colleagues is a team effort. This means that every team member has a place and a role in the team, even if they are not interested in the outcome and stay away from the work.

Today we're going to talk about how to lead a team to high results through role assignment.

It has been found that a team's lack of conflict or "star" makeup prevents it from solving problems. Conversely, a variety of roles helps the team cope more effectively with stress and achieve results.

Belbin described nine key team roles:
📌 The Social roles: Resource Investigator, Teamworker and Co-ordinator;
📌 The Thinking roles: Plant, Monitor Evaluator and Specialist;
📌 The Action or Task roles: Shaper, Implementer and Completer Finisher.

By role, he meant "the tendency to work and collaborate with others in a certain way".

If teams are formed with a role typology in mind, and each participant is aware of the role they and their colleagues play, this greatly increases the chances of success.

The first step toward an informed role assignment is diagnostics.
There are several tools on the market to analyze team roles. We use questionnaires from the British company Saville Assessment. The participant fills them out online, and the system automatically generates a team role report.

The questionnaire is based on the Saville Assessment team role model. For convenience, all model roles are divided into four competency clusters of the Wave model.

The personal report describes the employee's roles, while the team report gives a complete picture of the roles represented.

For example, the Implementer monitors the quality of the end result: reminds the team of deadlines, checks the strength of ideas and suggestions, directs the team to complete the main task, and evaluates the quality of the intermediate and final results.

If the team does not have an Implementer, there is a high risk that the team will not achieve its goal. It will be stuck in the development phase, all attention will be focused on the generation of ideas, methodology or communication within the team, but the work process itself will be difficult or not completed.

It is not only the allocation of roles that matters, but also the ability to manifest a role. The role report also shows how much of each role's potential is expressed.

How will a role typology help your team?

The most obvious advice is to form teams with a balance and diversity of roles.

For teams and companies already in operation, we recommend to change the structure of the team to reflect the desired roles, including relying on the potential to manifest the role.

To make this rearrangement efficient and painless, the steps you can read about in the next article will help you.

26/05/2023

The competency-based interview technique is based on a person's previous experience. It is difficult enough to describe in details something that we actually have not done. So CARE questions ensure that the information is authentic.

You get detailed data about how the person behaved in a specific situation and draw conclusions about:
- whether their competencies are sufficient for the tasks in your company
- to what extent their behaviour, their style of work is consistent with the norms of your company.

If you decide to use elements of a competency-based interview, it is important to consider:

📌 One competence takes 20 minutes on average to assess. Take this into account when planning the interview. Allocate 1-2 key characteristics for assessment and set aside time for their assessment separate from time for discussing other issues.

📌 Remember the requirements for the examples that the candidate has to give: the situation should be concrete and complete and should refer to a professional activity within 1-1,5 years from the date of the interview.

📌 Warn the candidate that you may interrupt them if you realise you need to dive even further into the case. But this generally applies to any interview.

So, we do not need to supplement the recruitment process with a separate competency-based interview stage. We can use CBI elements as part of a biographical interview, and thus, obtain reliable and complete information to predict the candidate's performance in the position.

25/05/2023

How you can use elements of a competency-based interview to assess candidates?

Competency-based interviews are based on a position profile. First of all, you need a list of all competencies, which are necessary for a successful job and the behavioral indicators which are assessed during the interview. For each competency, the recruiter asks for a few examples of a specific situation from recent professional experience and uses structured questions to assess the level of mastery of this competency.

If you don't have a competency model, it doesn't mean you can't use elements of the competency interview when hiring.

Any employer at the beginning of the search formulates key requirements through mandatory professional skills and personal qualities of the future employee, defines his task pool and a list of typical work situations. It is these qualities that can be translated into competencies.

Here are four steps to help you use elements of a competency-based interview to assess candidates:

1. Ask the manager about 2-3 key qualities that are important for the vacancy. For example, you hear: "I want the person to be proactive, initiate change and be open to learning". Make a note of: initiative, openness to new things and developmental orientation.

2. In any recruitment process, it is useful for all participants to agree on what exactly they mean talking about a particular personal characteristic. Agree on what specific behaviour in terms of that quality the employee will have to demonstrate. In the competency-based approach these are called behavioural indicators.

3. Transfer the information into indicators, that is, behavioural manifestations: write down positive indicators which you would evaluate based on the candidate's previous experience.

For example, indicators of initiative might be:

- Finds bottlenecks in processes
- Suggests and implements process changes
- Constantly strives to improve results
- Takes responsibility for implementing changes and the result.

4. Now our task is to formulate questions to assess indicators in the candidate's previous professional experience. CARE technology can help here:

- Content
We need to ask a participant about the situation in detail to understand the context (when and how it happened, under what circumstances, who was involved and in what roles, etc.)

- Action
We ask about the actions that the person did in the situation and the sequence of actions.

- Role
Clarify the role of the person - how involved they were, whether they were the initiator of the situation or the one to whom the task was delegated, with whom they coordinated his actions.

- Effect
Ask about the results, the impact on the worker and the company, and the conclusions the person drew from the situation.

19/05/2023

How the psychometric profile is useful in assessment

1. A psychometric profile provides broad information about a person's development potential, strengths, development areas and limitations. In addition, it shows the factors that motivate that person and the right working environment for them.

2. The opportunity to separate development areas from limitations is an important advantage of including the psychometric questionnaire in assessment centre. When we clearly understand which competences are a person's development area and which are limitations, we can determine where we can expect an improvement and which tasks they will not be able to cope with.

3. Areas of risk among a person's strengths is another aspect that a psychometric profile can reveal. Most often we assess a person and see the tip of the iceberg: we highlight strengths, i.e. well-developed competencies that the person relies on during work. But the questionnaire can show us how the person will act depending on the situation and environment, in which conditions there will be a risk of not being able to show their skills.

4. If we compare the cost of hiring error and the cost of a psychometric questionnaire, we can say that this tool is an inexpensive. Especially when you consider the volume and depth of information it provides. It costs about 100 euros to assess two professionals with the questionnaire. And the results will help not only to make the right choice, but also to plan onboarding and create a draft of future development plan.

18/05/2023

The Job Profiler inevitably reveals the experts' differing views on the tasks of the position being profiled, and often on business priorities as well. The development of the Job Profiler stimulates discussion about the role of the position in the company, its complexity and importance. The process forces a reflection on the possibility or impossibility of one employee performing these tasks within the same position. In other words, the Job Profiler essentially forces stakeholders to think carefully about and agree on the vision and requirements of the position within the company.

To generate this discussion, the Job Profiler presents information in three ways:

1. Shows the profile that each participant has compiled. So, it is possible to see with which employee, with which set of qualities different participants imagine the position to be successful. How an employee who is already successful in this role, his supervisor, upper level managers, a representative of a related department or a client looks at this role.

This aspect allows any inconsistencies to be identified, to record differences in the requirements and expectations of the position. It also helps to raise questions about the role of the position in the company: whether these tasks can really be assigned to one person, whether one position is enough to perform these functions, whether all the tasks of the position are really important to the company's business goals.

2. Job Profiler creates a profile obtained in each of the participant groups. You can see the profile not only of a specific professional, but also of a whole group of colleagues, managers, peers, HR specialists. This helps to identify:

- What makes employees succeed in their position now (the opinion of successful employees);

- Which competencies are identified as important to managers. It's often the "ideal" picture. The employee view is the "as is" view, and the manager's view is most often the "to be" view. Comparing their profiles helps to see the differences between the qualities that lead to success in a position today and the competencies that are expected of employees in the future;

- which competencies are important for successful cross-functional cooperation in the position (these are highlighted by colleagues in related departments).

3. Job Profiler calculates an integral competencies' profile for the position. You immediately get the final product - a ranked list of competencies important for successful job performance.

If you work with a ready-made competency model, you will usually have competency assessment tools (personality questionnaire) ready for use as well. This enables you to set up assessments for any number of candidates and employees the day after profiling.

12/05/2023

How to Create a Job Profile

To organise recruitment, assessment and career development processes, it is important to understand the requirements of the position and the type of personality that managers see for the company.

One of the best ways to compare, align, and capture the visions and expectations of different parties is to define a set of important competencies-to create a job profile.
Profiling is based on a competency model from which participants select key competencies. This can be the company's own competency model or a ready-made library with a list of competencies.

Profiling can take place in a face-to-face meeting. Typically, participants in the process include managers at various levels, successful employees in those positions, colleagues in related functions, and ideally, representatives of external clients and the company's HR function. The meeting is led by an external consultant.

However, it is not always possible to get all participants together, and therefore many companies use an online profiling solution. In our practice, we regularly use the Job Profiler online competency profiling service.

This tool is used by company representatives (usually up to 20 people) to prioritise competency cards online, i.e. to determine the importance of each competency for a position on a special online platform.

Each expert does it independently and does not see what profile others have prepared. Hence the first key advantage of the online format - it allows everyone's point of view to be known. An additional plus is that there is no need to coordinate a meeting time for all participants.

Participants "arrange" competency cards, ranking them from "unimportant" to " critically important ". The process takes an average of 20-30 minutes. The first result is the final profile calculated by the system. The system summarizes all the answers and calculates the final profile using a statistically verified algorithm, taking into account the similarities and differences in the experts' choices. After that, it can be useful to meet all the profiling participants to discuss the resulting profile and make corrections, if needed.

The resulting profile can be used for recruitment, internal development planning and talent pool preparation.

04/05/2023

Let's compare two scenarios: an assessment centre with and without psychometrics

If we do not include psychometrics in the assessment procedure, interviews and business cases show us the level of skills: we see the person's strengths - those competencies that make him or her successful at work. We also see competences that are not yet sufficiently developed: either the range of tools within the skill is incomplete, or the person does not in principle exhibit the desired behaviour. As a rule, we call these areas development zones.

In other words, the business case shows a person's performance in a specific work situation. It cannot show aptitudes and potential.

Now let's see what kind of data we add to a person's information if we include psychometrics into the assessment: the participant takes the questionnaire, we get their profile, that is, their level of potential in terms of competency development. Comparing the results between skills and potential gives a broader picture.

There are two more aspects: a limitation and an area of focus which we call 'life has forced'.

If an employee in a competency gets high scores on skills and potential, that competency is his or her strength.

Low scores on skills and potential indicate that this competence is a limitation of the employee. Anyone has them, but it is important to be aware of them in order to share work or ask for help from colleagues. It is important to separate limitations from areas of development, as this allows you to focus effort and investment on those areas that the person can actually develop. Theoretically, limitations can also be worked with, but this requires much more resources and is unlikely to be enjoyed by the individual.

If an employee has demonstrated an interest in something, but their skill in that area has received low marks, we highlight a development zone: there is the inclination to show action, but it has not yet been formed to the skill level. With purposeful work in 1.5-2 years, this competence can turn out to be in strengths.

There are situations where the skill has been developed, but the propensity to act is not. Take for example public speaking. Often people have to learn this skill because of their work and status and they spend a lot of time and effort on it. People around them are unlikely to notice that public speaking is difficult for a person because they are perfectly capable of doing it. Why would such a situation be an area of heightened attention for us: under normal circumstances, the person will exhibit this skill, but we cannot guarantee it in a situation of stress or force majeure. Suppose a factory director regularly gives inspirational speeches to workers, but in the case of a strike, when conditions are stressful, he may not be ready to speak – because of low capacity affects.

In this way, psychometrics gives a more dimensional view of the person. We are often used to thinking of candidates and employees in terms of their strengths and weaknesses, but it is important to understand which skills investments in development will have the maximum effect (i.e. separate development zones from limitations), and to know the risks of already developed competences (i.e. areas of focus).

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