A2 R11Final Evaluation Report

Programme Life Long Learning Program
Sub-programme/ LEONARDO DA VINCI Transfer of innovation

Action
Project title/Acronym Job Matching Diagnostics for Assessing Soft Skills and Work Role
Preferences (DAISS)
Evaluator SIC
Work Package No 6
FINAL EVALUATION REPORT
Siauliai
2013
CONTENTS
EXECUTIVE SUMMARY
1. INTRODUCTION ........................................................................................................................................ 6
2. METHODOLOGY ....................................................................................................................................... 7
3. MAIN FINDINGS ......................................................................................................................................... 9
3.1. The Project, Purpose and Key Outcomes ................................................................................................. 9
3.2. Project and Partnership Management ..................................................................................................... 14
3.3. Preparation, Adaptation and Transfer..................................................................................................... 16
3.4. Employer Engagement ........................................................................................................................... 18
3.5. Piloting, Testing and Refinement ........................................................................................................... 20
3.6. Quality Assurance .................................................................................................................................. 21
3.7. Evaluation............................................................................................................................................... 22
3.8. Dissemination ......................................................................................................................................... 23
3.9. Exploitation ............................................................................................................................................ 24
4. SHORT AND LONG TERM IMPACT .............................................................................................. 26
4.1. Short Term Impact.................................................................................................................................. 26
4.2. Long Term Impact .................................................................................................................................. 33
5. CONCLUSIONS ......................................................................................................................................... 36
ANNEXES ........................................................................................................................................................ 38
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EXECUTIVE SUMMARY
Purpose of the Project
Purpose of the DAISS project was based on the export of an innovative product Self Awareness Assessment
& Job Matching Tool conceived & developed in the UK by transferring, adapting & translating it into 7
European countries & languages.
The project aimed to:

1. Broaden cooperation between VET and the world of work by helping VET providers gain a better
understanding of the importance of 'soft skills' and 'working styles' in employers recruitment and
workforce development decisions
2. Help employers articulate more effectively soft skill requirements for recruitment and workforce
development
3. Improve the employability of adults at risk in, or excluded from, the labour market.
Composition of Project partnership
Strong & diverse partnership was developed that fostered cultural and linguistic co-operation & were
confident that the consortium is well placed to assess the effectiveness of the product on target groups & the
extent to which it met broader aims & objectives of the project. Consortium of professional organisations
(training providers, research companies, NGOs and consultancies from the private and social enterprise
sectors) with expertise in employability, workforce development, labour market intelligence/research and
business support was established. Consortium comprises 8 organizations from 7 countries:
Partner institution Country

Lead partner - Apricot Training Management Ltd UK
Industry Watch Group Ltd Bulgaria
Hellenic Regional Development Centre Greece
Social Innovations Centre Lithuania
IPA SA Research Institute Romania
Agenzia per lo Sviluppo Empolese Valdelsa Italy
Sociedade Portuguesa de Inovao Portugal
For S.A.S. di Paolo Tubino e c. Italy
Activities of the project
The Project activities were comprised 8 work packages (WP), each with identified tasks, timelines, resource
and budget allocations as well as leading partner for delivering of WP. Contribution of all partners was
involved in each WP:
WP1 Project and Partnership Management;

WP2 Preparation, Adaptation and Transfer
WP3 Employer Engagement
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WP4 Piloting, Testing and Refinement
WP5 Quality Assurance
WP6 Evaluation
WP7 Dissemination
WP8 Exploitation
Purpose of the Final Evaluation
This Report draws on Interim evaluation Report, Reports of Pilot1/2, data and analysis of case studies &
interview with the Partners & beneficiaries involved in Project, surveys from partners meetings. Purpose of
the Final Evaluation to summarise how successful project have been in achieving results, what difficulties
were encountered, how these were overcome and what lessons were learnt, what best practice and added
value could be identify.
Final evaluation report was elaborated with the great contribution from all Project Consortium. Sincerely
thanks are expressed to representatives from all partners organizations and particularly to project managers
for warmly collaboration and professional support.
Overview of findings or outcomes
1. The Project and partnership management was consistently planned and systematically coordinated
during the whole project. The fact, that there were no significant delays from project schedule and all
results were delivered as were planned is recognised as main success factor of project and partnership
management. Applied methodological management approaches, appropriate project partners composition
as well as suitable experience and personal characteristics of each team member could be identified as
success factors. Applied PRINCE2 project management methodology at early stages of Project
application ensured clear and reasonable project strategy, rational links between project implementation
plan and resources allocation. As well in implementation phase Detailed Project Plan with an integral
tracking and Monitoring system allowed to mark progress against profile & outputs and take actions for
improving performance in time. Process management approach by clarifying all processes and terms for
implementation, establishing KPIs and sharing responsibilities kept partners involved and committed to
project goals from beginning to the end of project activities.
2. The Project demonstrated logical and systemic approach to new product introduction processes by
cascading them taking in account all stages of innovation management. Partners were involved in
preparation and adaptation processes in very early stages and had possibility to reveal needs for the
Diagnostic Tool by investigating market and disclosing national situation. By understanding crucial
needs of the Diagnostic Tool in the national market partners were involved in the active learning process
and consolidated motivation for acquiring new knowledge and skills. The time for adapting and
transferring of innovation was sufficient and ensured improvements for appropriate quality for
beneficiaries as for checking of reliability of translation as for technical side. Complexity of adaptation
and transfer processes were taking into account by coordinator. Participants have got sufficient training,
consultations, as well as Manual handbooks in national languages were elaborated so they were
confident with the Tool and well prepared for knowledge transferring by training VET providers
(training of trainers).
3. Employer engagement strategy was based on complex approach. Using results of previously completed
national needs analysis and employing know-how experience of consortium Strategy enabled to combine
different engagement techniques and extend & develop relationships with further clients.
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4. Elaborated and coordinate engagement strategy was tested & improved (Pilot1&Pilot2). Combination of
various methods for recruiting beneficiaries emerged as the most effective. It helped to develop &
strengthening strong partnership relationships between project partners organisations and target groups
& stakeholders. Those ensured further collaboration and sustainability of project.
5. Quality culture was established in the project by applying continuing monitoring and orientation on
clients satisfaction. Complexity nature of evaluation, providing measurement of performance and
outcomes was established using the Balanced Scorecard approach. Taking into account quantitative and
qualitative factors and actions for improvement the coordinating/management team ensured that the
project continues to focus on its primary objective of meeting the needs of target groups.
6. By produce both Formative/Interim and Summative Evaluation Reports and presentation of

findings/recommendations, evaluation continuously provided feedback to the project partnership on
progress towards objectives and planned qualitative and quantitative performance indicators, supported
the project team in reflecting on their learning and capturing best practice, contributed to the Final
Report.
7. Complexity of dissemination activities raised awareness of an interest in the projects activities and
results across a wide range of stakeholders. Project partners informed key stakeholders, including policy
makers, institution-based VET, social partners and employers, of the quality, relevance and effectiveness
of the projects activities raising the profile of the need for more work-related activities in VET and
promoted the processes for integrating soft skills development into VET programmes.
8. The value of the DAISS project was optimised and its impact on employability provision in each of the
partner countries was strengthened. All Project partners identified potential opportunities for further
transfer to other/new contexts and integrated or embed the new services in a sustainable manner into
employability and workplace learning VET provision. The key to success was identified as selecting the
appropriate exploitation mechanisms for future use and commercialisation of the Tool, which could keep
sustainability of the processes within VET in 6 EU countries Portugal, Italy, Romania, Greece,
Lithuania, and Bulgaria. Together, the dissemination and exploitation activities ensured optimal use of
the results of the project beyond the participants in the project, during and beyond the lifetime of the
project.
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1. INTRODUCTION
The aim of the Final evaluation is to assess whether the project achieved its aims and objectives, along with
its impact, value and benefits, summarize the key outputs and synthesis knowledge from the project, and
lessons learned, into a best practice framework. Final Evaluation was conducted on the basis of interpretation
on the data from Project reports (e.g. Interim Report, Reports on Pilot1/ Pilot2, Reports of evaluation of
partners meeting etc.) as well from interview with beneficiaries (representatives from partners
organizations, VET trainers) and Case Studies from each partners organization.
Main questions for Final evaluation:

a) How successful project have been in achieving results?
b) What difficulties were encountered, how these were overcome?
c) What lessons were learnt, what best practice and added value could be identify?
Phases of Final Evaluation:

May/June 2013: coordination on nature of data and procedures for data collecting & structure of Final
Evaluation Report.
July/August 2013: elaboration of evaluation tools and data collection procedures.
September 2013: interpretation of results and Report production.
Final Evaluation was conducted May-September 2013. Structure and scope of Evaluation, objectives and
procedures, data collection tools were coordinated with Lead partner. All partners provide data for evaluation
by filling questionnaires, Case Studies and placing mentioned documents in Project account at DropBox.
Quantitative and qualitative data analyse methodology was used for data interpretation.
Structure of Final Evaluation Report

The Report begins with the introduction of methodological issues of data collection and analysis. Short
overview of project aims, main activities, partnership and achievements present in the next part. Following
chapters are designed for presenting of main findings in evaluation in each Work Package. Each chapter
starts from brief overview of aims and activities, then presenting issues, constraints and how these were
overcome and best practice developed in focused areas. Those are illustrated by citations taken from
interview and followed by remarks. In the last section analysis of short term and long term impact is
introduced. The Report is ending with Conclusions section. Tools used for evaluation are attached in
Annexes.
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2. METHODOLOGY
Scope of Final Evaluation

The scope of Final Evaluation focused on four main areas:
Leadership/Planning/Strategy - the way how project management, coordination and supervision lead throw
the Project.
Project processes/outcomes/results what and how the project completed in regard to project aims and
activities.
Satisfaction of beneficiaries attention to beneficiaries (or target groups as well as staff) needs and level of
satisfaction of them.
Impact & sustainability impact of project activities and outcomes on beneficiaries and sustainability of
further project results exploitation.
Methodological Framework
Methods include an analysis of the tangible outcomes - these identify outcomes promised or needed to
satisfy stakeholders:
Quantitative indicators of success against project objectives (goal-based, summative measures - based
on validated data) which demonstrate how well the project has achieved the objectives set.
Qualitative indicators/measures - these enable the success of the project to be measured and demonstrated
to stakeholders.
Information was gathered through observation of project activities, interviews, Case Studies and analysis of
various Project Reports. Impact Assessment will include analysis of measures of success, the results and the
outcomes.
3 evaluation questions have been raised. The investigation framework for answering those questions is
introduces in the table below.
Evaluation questions Evaluation areas Data sources

a) How successful project have Leadership/Planning and strategy Reports on Pilot1/Pilot2
been in achieving results? Project processes/outcomes/results Case Studies
Satisfaction of beneficiaries Interview with VET trainers
Impact & sustainability and partners
b) What difficulties were Project processes Partners meeting reports

encountered, how these were Satisfaction of beneficiaries Reports on Pilot1/Pilot2
overcome? Interview with VET trainers
and partners
Case Studies
c) What lessons were learnt, what Satisfaction of beneficiaries Interview with VET trainers
best practice and added value Impact & sustainability and partners
could be identify? Case Studies
Data sources for interpretations were used:

a) Project reports scope of reports used for presenting project progress & satisfaction of beneficiaries.
Those were Interim project report, reports on Pilot1/2, evaluation reports on Partner meetings.
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b) Structured interview with VET providers. The questionnaire was elaborated with the
aim to get more authentic evidence for measuring impact on VET. There were 2 parts of questionnaire
with questions or statements than need to be explicated - Perceptions of labour market needs,
Accommodation of more effective development of soft skills for work. Approach of each VET trainer,
participated in the Project was very important for understanding changes in perceptions of labour market
needs and adopted changes in VET. Trainers were asked to submit in order of preference several
statements representing their experience during the project. Categorization of narratives helped us to find
some valuable tendencies, citation to prove authenticity. Partners provide summarised information
from 13 VET trainers.
c) Case studies from each partner. Aim of case studies to collect information about Project impact on
partners institution performance, new collaboration possibilities etc. There were 6 different parts that
needed to be disclosed by examples and real cases from each partner - Success in employment, New
collaboration, Engagement of employers, Improved Personnel Management in companies, Enhanced
services, Benefits from partnership. Short instructions regard describing of cases were given in each part.
Participants were asked to describe as much examples they experienced during the project as they could.
Categorization of narratives helped us to find some valuable tendencies, citation to prove authenticity.
8 partners provide their Case Studies.
d) Unstructured interview with partners with the aim to investigate what lessons were learned.
Representatives from partners institutions were asked to present at least 3 statements thinking about
each Work Package. Approaches from 12 trainers where provided.
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3. MAIN FINDINGS
3.1. The Project Purpose, Partnership and Key Outcomes
The project Job Matching Diagnostics for Assessing Soft Skills and Work Role Preferences (DAISS) was
elaborated by Apricot Training Management Ltd as LDV Transfer of Innovation project. The innovative
content & results on which this project built on the original product development & testing procedures
carried out by the Psychometrics Centre at the University of Cambridge, an international centre of excellence
in psychological, occupational & educational assessment. It was conceived & developed initially as a Self
Awareness Assessment & Job Matching Tool that assessed & measured an individuals natural working
patterns & approaches to learning. Diagnostic has been re-configured for specific use with employers &
adults on employability programmes and as an employability aid suited to the needs of a rapidly changing
labour market.
The validity & reliability of the modified product has been tested using the robust Cambridge model and the
standard Bramley/KirkPatrick model and very positive results where gained. From a UK perspective the
modified Diagnostic has proved extremely effective in developing self awareness amongst adults who are at
risk of redundancy and/or who are unemployed & seeking work. It has also been used locally to help VET
providers gain a better understanding of employers needs & of the soft skill development needs of the target
users. It represents the integration of distinct but interdependent areas of assessment not currently available
on the EU market. It is this integration plus the job matching element of the Tool that clearly differentiated
the product from similar diagnostics & represents real innovation. It was decided to add value to the previous
project by providing a unique opportunity to test Product efficacy in different transnational contexts & with a
wider range of target groups.
Purpose of the DAISS project was based on the export of an innovative product Self Awareness Assessment
& Job Matching Tool conceived & developed in the UK by transferring, adapting & translating it into 7
European countries & languages. The diagnostic tool has been developed to address a need voiced by
employers both in the UK and our partner countries to focus on the development of soft skills together with
technical skills and to match these wherever possible to employment opportunities.
The project aimed to:

1. Broaden cooperation between VET and the world of work by helping VET providers gain a better
understanding of the importance of 'soft skills' and 'working styles' in employers recruitment and
workforce development decisions
2. Help employers articulate more effectively soft skill requirements for recruitment and workforce
development
3. Improve the employability of adults at risk in, or excluded from, the labour market.
The initial objectives of the Project:

Transfer innovative processes in:
- assessing the soft skills, learning styles & work role preferences of adults, and
- matching these assessments to job opportunities in order to enhance employability & career
progression
Further develop, refine and deploy an innovative, web-enabled diagnostic & job-matching tool to test the
validity of these processes with a minimum of 400 adults at risk in, or excluded from, the labour market
across 8 EU countries
Identify the soft skills/working styles valued by at least 10 SMEs in each country
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Enhance the pedagogical & curriculum development skills of 30 EU trainers delivering
employability programmes
Test the efficacy of the diagnostic and job-matching tool in 8 different languages & cultures
Exploit the use of these processes and diagnostics within a variety of European settings and contexts.
Project partnership
Strong & diverse partnership was developed that fostered cultural and linguistic co-operation & were
confident that the consortium is well placed to assess the effectiveness of the product on target groups & the
extent to which it met broader aims & objectives of the project. Consortium of professional organisations
(training providers, research companies, NGOs and consultancies from the private and social enterprise
sectors) with expertise in employability, workforce development, labour market intelligence/research and
business support was established. All partners demonstrated appropriate qualifications & relevant
professional experience and expressed common interest in creating stronger links between VET Providers &
the world of work. Each partner contributed to overall activities with the Lead Partner Apricot Training
Management Ltd provided the executive function.
Responsibilities and leading role of WP were distributed amongst partners considering their experience and
nature of activities:
Lead partner Apricot Training Management Ltd (UK) was responsible for Project management,
Financial management & budgetary control, Quality Assurance, Partner coordination, Reporting to the
National Agency,. Research analysis of target groups within UK , Contribute to the soft skills diagnostic
development by increasing the range of reports produced to better inform VET Providers, Recruitment of
target groups, Pilot testing & refinement of diagnostic tool with employers, Evaluation of product efficacy in
UK, Development of infrastructure for cross-partner communication, information transfer, sharing best
practice & wider dissemination and exploitation.
Industry Watch Group Ltd (Bulgaria) had experience in management and coordination of a variety of
projects dealing with business environment, labour market, education sector development, vocational
education and training, development of self-assessment tools. Partner was leaded on Research and Employer
Needs Analysis, was responsible for translation of elements of the diagnostic tool into Bulgarian, testing the
product with employers, adults on employability programmes and learners on vocational programmes,
adapting Bulgarian VET programmes to incorporate soft skills diagnostics and development, Dissemination
and Exploitation of Project outcomes to wider Bulgarian interest groups, participation at meetings and
sharing of best practice.
Hellenic Regional Development Centre (Greece) an NGO, is an initiative for University, Enterprise and
Social actors Training Partnership established in 1991. It promotes training innovation and regional
development. HRDC operates as a Social player in collaboration with Local an Regional Government
authorities in the following areas: Vocational Education and Training, Transfer of Innovation, Social
Cohesion and New Technologies. The partner was responsible for Needs Analysis amongst a sample of
Greek VET Providers, and targeted end users (individuals excluded from the labour market and employees
under threat of redundancy, testing development & refinement of the Soft Skills diagnostic tool with these
target groups, translating elements of the Diagnostic tool into Greek, evaluation, dissemination and
exploitation of Project outcomes, participation at meetings and sharing of best practice.
Social Innovations Centre (Lithuania) main activities is to develop and/or adopt new psychosocial services
for disadvantaged groups, provide them with information, counselling and educative activities, they initiate,
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participate and implement both local and international projects in the field of social work
and non-formal education of target group. Partner was leaded on Project Evaluation, conducted needs
analyses within socially excluded target groups: (long term unemployed and individuals at risk), was
responsible for research employer perceptions in relation to the importance of soft skills in the field of Social
Care, contribute to the testing of the diagnostic and job-matching tool, translate elements of the finished
product into Lithuanian, contribute to other valorisation activities, participation at meetings and sharing of
best practice.
IPA SA Research Institute (Rumania) main activities are in the field of Research & Development &
Training. Partner was responsible for testing the efficacy of the product in the following areas: disadvantaged
individuals including the unemployed and those at risk of redundancy, adapting and refine product to meet
the needs of the target groups, contribute to Quality Assurance and evaluation processes, translate elements
of the product into Romanian, contribute to the dissemination and exploitation activities, participate in
partnership meetings and sharing of best practice.
Agenzia per lo Sviluppo Empolese Valdelsa (Italy) is officially recognised as a adult and vocational
training and career guidance centre. Responsibilities of the partner: test the efficacy of the product,
adaptation and refine product to meet the needs of the target groups, contribute to Quality Assurance and
evaluation processes, translate elements of the product into Italian, and contribute to dissemination and
exploitation activities, participation at meetings and sharing of best practice.
Sociedade Portuguesa de Inovao (Portugal) provides services in 3 areas: Training, Consulting and R&D.
They were responsible for contribution to Quality Assurance and evaluation processes translation of the
product into Portuguese, adaptation and refine product to meet the needs of the target groups, contribution to
dissemination and exploitation activities, participation at meetings and sharing of best practice.
For S.a.s. di Paolo Tubino e c. (Italy) provide professional training, consultations and support for the
enterprises in the area of internationalisation, public relations, application for local, national and European
projects alongside public and private institutions. They were responsible for contribution to Quality
Assurance and evaluation processes translation key elements of the diagnostic into Italian in partnership with
ASEV, adaptation and refine product to meet the needs of the target groups, contribute to dissemination and
exploitation activities, participation at meetings and sharing of best practice.
Activities of the project
The Project activities comprised 8 work packages (WP), each with identified tasks, timelines, resource and
budget allocations as well as leading partner. Contribution of all partners was involved in each WP. The table
below shows the Work Packages and the outputs achieved under each of them.
Work Package Outputs

1. Project and Partnership Activities of this WP helped to ensure the effective, efficient and smooth
Management running of the project in order that it achieves its objectives. Involvement
the adoption of agreed processes and procedures, the establishment of
communication protocols with partners, the implementation of systematic
monitoring and control mechanisms and a process of continuous
evaluation were involved. Interim and Final Reports for the National
Agency; participation at National Agency events, Financial management
and returns. Organisation, chairing and minutes taking at Partner
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Meetings.
2. Preparation, Adaptation Was formed as the core activities involved in preparing and adapting the
and Transfer processes, approaches and products needed to ensure effective transfer of
innovation - Self Awareness Assessment & Job Matching Tool. Activities
were divided into 4 distinct but overlapping phases, each with agreed
milestones:
Phase 1: Understanding the processes and product deal with training of
the partners in the use of the self awareness diagnostic and job matching
tool. This ensured that all partners have a thorough understanding of the
product in its current format. To support training a handbook/manual
were produced and translated into languages of partners national
countries.
Phase 2: Needs Analysis. Based on a greater understanding of the
innovative concept, each partner undertook further needs
analysis/research and determines the use of soft skills, learning styles &
work role/style preferences assessment within their countries, the extent
to which diagnostics of these types are used by VET and employers in
recruitment and workforce development, key cultural and social
differences that may affect implementation.
Phase 3: Adaptation, Translation and Localisation. During this phase the
Tool was adapted initially to take into account key findings from the
needs analysis and simultaneously was translated into each of the partner
languages (Italian, Romanian, Portuguese, Greek, Bulgarian, Lithuanian).
Phase 4: Transfer. This phase involved the identification and engagement
of the target groups and the training of trainers in order to pilot the
processes and diagnostic with the ultimate beneficiaries.
3. Employer Engagement In consultation with Partners, were produced a common Employer
Engagement Strategy and Partners Action Plans for engaging and
involving employers. Existing networks, contacts and sector specific
relationships in partner countries were used for promoting of project idea
to employers. Campaigns included local profiling and market
segmentation, sectorally focused networking events and some
telemarketing backed up by referrals through business support
intermediaries in each country, various use of local media, web pages,
mail shots, telephone awareness-raising campaigns and press releases.
4. Piloting, Testing and 2 pilot testing of the Tool and evaluating of participants satisfaction were
Refinement provided in this package. The pilots were facilitated the collection of
evidence designed to assess the accuracy of translation and interpretation
of the reports produced, the technical functionality and accessibility of the
Tool and the perceived benefits for the end-user from multiple
perspectives. 2 Evaluation Reports were elaborated.
5. Quality Assurance This WP was closely integrated with WP6: Evaluation. It provided an
objective focus on the effectiveness and efficiency of the projects
performance. The main goal of WP was ensure that the results of the
project are achieved on time and to budget. Clear objectives, defined tasks
and activities, and key performance indicators (KPIs) were settled up and
were encompassed by project management.
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6. Evaluation The main task was to assure the quality of the project, monitor and review
ongoing activities in order to ensure continuous improvement and
achievement of milestones. Interim evaluation Report, Evaluation Reports
on Pilot1/Pilot 2 and Final Evaluation Report, evaluations of partners
meetings were provided.
7. Dissemination All partners collaborated in disseminating the results through their local
networks, stakeholders and client groups and by contributing to partner
developed activities such as the website. Dissemination activities were
provided vertical (reaching target groups and final users) as well as
horizontal (involving partners, stakeholder networks and policy makers).
The findings, best practice and results of the DAISS project were
transmitted to target audiences of SME employers, VET providers
(institutions and trainers) and through these, the ultimate beneficiaries of
adults at risk in or excluded from the labour market. The wider group of
stakeholders including the National Agencies,Chambers of Commerce,
NGOs, policy makers, research bodies & the Education and Culture DG
were reached by developing Websites and Facebook profile, producing
brochures, newsletters, launched workshops, seminars, conferences etc.
8. Exploitation Dissemination and exploitation activities (WPs 7 & 8) ensured optimal
use of the results of the project beyond the participants in the project,
during and beyond the lifetime of the project. The aims of WP8 were to
optimise the value of the DAISS project, strengthen its impact on
employability provision in each of the partner countries, identify potential
opportunities for further transfer (to other/new contexts), and to integrate
or embed it in a sustainable manner into employability and workplace
learning VET provision. Together with all partners produced Exploitation
helped to ensure that the project effectively meets needs of project
partners.
Meeting project aims
The DAISS projects met initial aims and objectives. Those could be identified as follow:
Innovative diagnostic tool that integrates the assessment of adults soft skills, learning & work style
preferences, then matches these to employers work opportunities was successfully adapt & transfer to 7
countries & labour markets and is available in 7 different EU languages.
The diagnostic were successfully piloted and tested in 7 different countries & cultures with adults at risk
in or excluded from the labour market were participated.
Wider application & opportunities for exploitation of the Tool, as well as motivation and possibilities to
enhance service portfolio were recognised by all partners organizations of the Consortium.
Greater understanding of soft skills & work preferences were articulated & interpreted via an innovative
diagnostic tool by all target groups. Employers are better placed to articulate their soft skills needs in
relation to specific vacancies & work roles. VET tutors have a greater insight into the learning styles &
soft skills of the target groups and learners have greater self awareness.
The pedagogical & curriculum development skills of participating VET trainers delivering employability
programmes were by integrating soft skills development enhanced.
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3.2. Project and Partnership Management
Overview of Aims and Activities of project and partnership management

The aim of Project management was to ensure the effective, efficient and smooth running of the project in
order that it achieves its objectives. This involved the adoption of agreed processes and procedures, the
establishment of communication protocols with partners, the implementation of systematic monitoring and
control mechanisms and a process of continuous evaluation. PRINCE2 project management methodology for
managing the project was used: the project management was split into 3 phases along the lines of initiation,
control and closure. During each phase and for each of the work packages progress reports has been
produced as part of the project control process.
Project management activities: drawing of detailed project delivery plan; breakdown of the objectives into
tasks, process, milestones, key performance indicators, allocations of responsibility and deliverables;
Establishing consistent Tracking & Monitoring systems between core partners including a whole project
integration model; Implemented and maintained Monitoring and progress feedback mechanisms; Budget
management & control.
Partnership management activities: Agreed a partnership management strategy, agreed Internal & External
project communication structures and protocols,
Organised & facilitated of partnership meetings, disseminated of project management and partnership
activities via the project website and at Partnership Meetings
Main activities in WP1 were delivered by leading partner Apricot Training Management Ltd (UK).
Issues, constraints and how these were overcome and best practice developed in focused areas
The physical progress and the quality of the components, as well as the promised and delivering project
performance indicators (PI) were taking into consideration. Success indicators were distinguished in
appropriate areas of evaluation.
KPIs were segmented into monthly and quarterly targets and were used as ongoing performance measures
for control and monitoring of processes. The project performance was controlled via a Detailed Project Plan
with an integral tracking system that marked progress against profile and outputs. This tracking system
(using Microsoft Project) was visually displayed in the form of a Gantt chart which enabled partners to
identify and take in account the critical paths for completion. Sessions for information and discussions on
progress were scheduled in each partners meeting.
Quarterly activities and progress feedback Reports were used as tool for Project Quality monitoring as well
as for Risk management. Project progress had been disseminated throughout the duration of the project via
the project website, newsletters.
Partners roles and responsibilities were clearly identified and delegated to each partner by signing
partnership agreements. They were specified before start of each Work Package, where WP leading partners
presents design/templates/schedule of planning activities, monitoring measures, involvement of each partner
and expected results.
By effective coordinating between Leading partner and responsible partners international partners meetings
were arranged in time, effective planned and delivered with the high satisfaction of all partners. Depending
of the phase of the Project, different purposes where raised for the meetings information passing, making
agreements, training, presenting results etc. Practical information on meetings venue, schedules, materials
were produced in appropriate time, scope and understandable for all partners. Effective cheering of each
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meeting allowed reaching promised goals, managing time and keeping balance between
meeting purposes implementation and social activities. Those allowed partners perceive and understand
social and cultural environment of participating countries. Feedback about partners satisfaction was
collected after each meeting and taken into account for next events. Minutes after each meeting as well as
reports on evaluation of satisfaction of partners were elaborated and presented to partners forthwith after
each meeting.
The communication within partners and beneficiaries were transparent and efficient because of use several
techniques and tools. Main information about project progress as well as ongoing performance information
or public documents were immediately communicated via Project website http://daiss-project.eu/, appears in
e-Newsletters or Project Facebook profile. The last one allows getting feedback from users. Documents for
internal use were placed in DropBox (Cloud Computing tool) or sending to users by emails. Sessions for
project progress presentation and discussions on ongoing information were scheduled in each international
Project partners meeting. Effective interpersonal communication was ensuring by using various
communication channels - e-mails, Skype, phone calls.
Satisfaction of beneficiaries
As we could observe from Case Studies and Unstructured interview, mostly of partners mentioned effective
leadership, management and implementation of all aspects of the project as the more significant issue for
successful implementation of the project. Several citations could be used as illustration of this:
In terms of project management they (mean: Coordinators) are the best I have met so far in my experience
with European Projects: effective, efficient, they ensured a smooth running of the project and managed to
overcome in such an elegant way all the problems encountered (e.g. the withdrawal of one of the partners at
the beginning of the project)
Considering the very good quality of Project Management carried out by the Partner Leader Apricot LTD,
this Work Package was surely the most uplifting. We had good examples of Human Resources management
as the way the meeting were organized (in details, with precision, with the supply of material such USBs,
hand-outs and so on). Times respect was also delicately solicited by the Leader
...great pleasure to work with such competitive, diligent, responsible partners. We had not one case when
we did not get help when needed; urgent tasks pleased to do ASAP were done by big part of partners on
deadline. That really makes it easy to achieve best results on the project and it affected so high level of Self
Awareness success in partner countries.
Partners mentioned good communication management:

Doubts and problems were promptly answered on persons or by Skype meetings
Communication was generally well cared in each phase.
During project implementation we had 5 transnational meetings with project partners in their countries.
Each of them was well planned and informative, answering to your questions and inspiring to continue this
activity with bigger spirit.
All partners mentioned that they acquainted new multicultural competencies and behaviour models working
in multinational and experienced Consortium. Several explaining citations below:
Care of partner is a message of esteem and respect that can have a multiple effect.
...we were fortunate in working with experienced partners who brought a range of expertise to the project.
Learned so much when participating in multicultural partnerships.
15
The benefit proceeding from this project is really valuable due to the fact that the main idea
and work spirit came from a different country.
Summarised remarks:
The Project and partnership management was consistently planned and systematically coordinated during the
whole project. The fact, that there were no significant delays from project schedule and all results were
delivered as were planned is recognised as main success factor of project and partnership management.
Applied methodological management approaches, appropriate project partners composition as well as
suitable experience and personal characteristics of each team member could be identified as success factors.
Applied PRINCE2 project management methodology at early stages of Project application ensured clear and
reasonable project strategy, rational links between project implementation plan and resources allocation. As
well in implementation phase Detailed Project Plan with an integral tracking and Monitoring system allowed
to mark progress against profile & outputs and take actions for improving performance in time. Process
management approach by clarifying all processes and terms for implementation, establishing KPIs and
sharing responsibilities kept partners involved and commit to project goals from beginning to the end of
project activities.
3.3. Preparation, Adaptation and Transfer
Overview of Aims and activities of preparation, adaptation and transfer

The activities in this Work Package were recognised as core activities in the Project. Multiple aims have
been raised for implementation of WP2:
To ensure that the processes and systems involved utilising the DAISS Assessment and Job Matching
tool are effectively enhanced and adapted to meet the specific needs of employers, VET providers and
the target adult groups in each of the partner states.
To translate the language used in the diagnostic and supporting materials from English into Romanian,
Portuguese, Lithuanian, Italian, Greek and Bulgarian.
To undertake more in-depth needs analysis in relation to the application of soft skills diagnostics and job
matching processes amongst employers and VET providers in each country.
To ensure that partners are trained in the use and interpretation of the diagnostic.
To prepare for piloting and evaluation with the target markets though effective identification and
engagement with key stakeholders in each partners country.
To involve all partners in the preparation, adaptation and transfer of the innovation.
To provide a fully integrated plan for the adaptation, transfer and implementation of the innovative
processes involved in the project.
4 distinct but overlapping coherent phases of activities consisted in WP 2: Understanding the processes and
product; Needs Analysis; Adaptation, Translation and Localisation; Transfer. This work package formed the
core activities involved in preparing and adapting the processes, approaches and products needed to ensure
effective transfer of innovation and was distinguished in 4 consistently delivering phases. WP was conducted
by Apricot Training Management Ltd (UK).
Initial phase 1 providing the training for the partners. First detailed briefing and training of the partners in
the use of the self awareness diagnostic and job matching tool were arranged shortly after contracting
procedures. This ensured that all partners from the starting point of the project have a thorough
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understanding of the product in its current format, thereby enabled subsequent activities to
be based on experience of its usage.
Production of The Adaptation and Transfer Delivery Plan create preconditions from the early stages of the
project for integrated understanding of responsibilities and activities of each partner, get acquainted them
with KPIs of implementation and scope of the innovative processes involved in the project.
A handbook/manual has been produced to support this process provided guidance on how to use the
diagnostic, how to interpret the findings for employers and learners and which provided advice on giving
feedback to them. Handbook ensure sustainability of project results in long term perspective.
Phase 2: Needs Analysis. By investigating needs for such kind of tool partners pursued a greater
understanding of the innovative concept in the specific cultural and social environment of the country.
Further needs analysis/research was fulfilled by each partner. It allowed to determine the use of soft skills,
learning styles & work role/style preferences assessment within their countries; the extent to which
diagnostics of these types were used by VET and employers in recruitment and workforce development; the
soft skills needs of employers in each country and the value local employers attach to soft skill assessment
for recruitment and training purposes; and discover key cultural and social differences, that may affect
implementation each partner.
Phase 3: Adaptation, Translation and Localisation. Subsequent adaptation of The Diagnostic and Job
matching tool was based on feedback from the target groups of employers, VET providers/trainers and the
ultimate beneficiaries of adults at risk in or excluded from the labour market. Improvements and
modifications of The Diagnostic and Job Matching tool were based on the findings of potential adaptation of
the administrative and ICT processes required for implementation.
Timings of simultaneously translations of key elements of the Diagnostic and Job matching Tool into each
of the partners languages (Italian, Romanian, Portuguese, Bulgarian, Greek, and Lithuanian) have been
scheduled and fit with the adaptation of the diagnostic and the production of the Manual.
Phase 4: Transfer. This phase started from partners training providing each of them with motivation, skills
and competencies for application of the processes and diagnostics. Training session mixed with individual
and group consultations were carried out. Complex approach in the training programme, by presenting how
the Tool function for different beneficiaries, e.g. Employers/Trainers/Candidates/Partner/Agency, allow to
ensuring an independent and seamless experience for each participant. Training was provided by skilled
experts from Apricot Training Management Ltd (UK) and attended by representatives from all partners.
Appropriate training materials, practical simulations, continuous online consultations ensure partners
confidence, development&sustainability of competences and capacities. Those allow them to transfer
knowledge by engaging and training VET trainers in each partners country.
Identification and engagement of the target groups and training of trainers in order to pilot the processes and
diagnostic with the ultimate beneficiaries were involved finally in is phase. Engaged VET providers willing
to participate in the piloting and testing of the diagnostic were trained by each partners. They were provided
with the competences on the use of soft skill diagnostics/psychometrics. That knowledge allow them to adapt
at learning programmes with incorporating soft skills, learning & work styles diagnostics.
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Partners were very satisfied with the presentation of the Tool and trainings. Value of the
Tool and delivering of trainings were mentioned as very beneficial, useful. They felt confident with the using
of the tool. Responsibility and involvement of partners especially was demonstrated by submitting proposals
for additional improvement of translation, which took additional time for them to correct terms and
definitions. This Work Package affected development of partners competencies and understanding of
innovation of the importance of soft skills very much.
Those could be illustrated by citations from interview:
The product was firstly well presented and adapted.
We personally learned a very important thing for the future projects: in the adaptation phase, when a
country needs analysis is required, much more attention should be paid to the research and the creation of
such a country analysis report. It is crucial to have a starting point and real figures (numbers) to be able to
compare them at a later state with the impact results.
...in adapting a product high consideration must be taken for the translation aspects.
With an excellent command of English, each partner was invaluable in overseeing the translation of the
diagnostic. They demonstrated sensitivity to the nuances of language & culture and ensured that this
significant body of work was completed to the standards & quality required. Their competence in this respect
has contributed significantly to the multi-lingual development of the diagnostic & we are currently preparing
our submission to Cambridge University for validation of the translated instruments.
Summarised remarks
The Project demonstrated logical and systemic approach to new product introduction processes by cascading
them taking in account all stages of innovation management. Partners were involved in preparation and
adaptation processes in very early stages and had possibility to reveal needs for the Diagnostic Tool by
investigating market and disclosing national situation. By understanding crucial needs of the Diagnostic Tool
in the national market partners were involved in the active learning process and consolidated motivation for
acquiring new knowledge and skills. The time for adapting and transferring of innovation was sufficient and
ensured improvements for appropriate quality for beneficiaries as for checking of reliability of translation as
for technical side. The complexity of adaptation and transfer processes were taking into account by
coordinator. Participants have got sufficient training, consultations, as well as Manual handbooks in national
languages were elaborated so they were confident with the Tool and well prepared for knowledge
transferring by training VET providers (training of trainers).
3.4. Employer Engagement
Overview of Aims and activities of Employer Engagement

There were multiple aims for implementation of this WP:
To address employers needs for a successful workforce who are competent and confident to deliver
business objectives.
To work with employers in order to assist them in recruitment and workforce development processes
To assist employers to articulate their soft skills needs in both recruitment and workforce development
planning
To identify and respond to sector priorities (in terms of hard and soft skill needs)
To ensure employer input into product development and refinement
To develop effective communication channels between employers and VET Providers
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This work package was co-led by SPI (PT) and IWG (BG), partners with extensive
experience of working with employers and supporting them in workforce development initiatives. Those
aims were followed by corresponding activities.
On the basis of mutual consultations with Partners, common Employer Engagement Strategy and Plans for
engaging and involving employers were produced and agreed. Activity ran concurrently with some elements
of Work Package 2 and have ensured that employer engagement is aligned to key milestones in the
preparation, adaptation and transfer of the product. Needs Analysis with each employer determined the
extent and nature of the demand for soft skills and work style Preferences. Partners, depending on
experience, use existing relationships/networks with local employers or promoted the service to new
employers who could benefit from the pilot. Campaigns included local profiling and market segmentation,
sectorally focused networking events and some telemarketing backed up by referrals through business
support intermediaries in each country. Partners made full and effective use of local media, web pages,
Facebook profiles, mail shots, telephone calls and press releases, business focused seminars, snowball
effect by recommendations from others, networking events and conferences/exhibitions to predetermine
awareness raising and recruitment.
Engagement and recruitment campaigns maintained effective working relationships with employers for the
duration of the project in each project partners organization. Employers satisfaction with the processes and
products transferred and the results within their organisations were determined. That allowed measuring the
short-term and long-term impact on recruitment and workforce development in each case. As well were
ensured a continuous feedback that supported refinement of the employer elements of the diagnostic and
matching tool.
High involvement and collaboration of partners were observed in implementation of this WP. Partners
stressed values of sharing experience in special sessions in the 4 and 5 partnership meetings as possibility
learn from each other experience. As well campaign helped them to extend and develop relationships with
further clients.
Citations from interview below expose benefits for partners from this WP:
Collaboration with employers at the piloting stage has been informal. We have found that the informal
approach to engagement has achieved the best results.
The Engagement strategies were shared with the other Partners.
We learn that in the engagements phase, people need concrete results or products. First, ask an Employer
to test himself the Product, visit personally the Employer and ask him or her precise feedback.
We were very glad to share different methods for the engagement of the employers with partners, and the
partnership was very creative about this topic.
Anyway, as a lesson learned I would say that we still have to work on the planning of effective
communication channels between employers and VET providers.
Summarised remarks
Employer engagement strategy was based on complex approach. Using results of previously completed
national needs analysis and employing know-how experience of consortium Strategy enabled to combine
different engagement techniques and extend & develop relationships with further clients.
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3.5. Piloting, Testing and Refinement
Overview of Aims and activities of Piloting, Testing and Refinement

The aim of this WP was to observe target groups using the product, to discover any errors and areas for
improvement/refinement. Thre groups of activities in this WP were implemented: Testing the product with
target groups; evaluating the satisfaction of the participants and refining and adapting the processes and/or
diagnostic in the light of feedback and evaluation.
Two pilots testing of the Tool were provided at each participating country. The pilots were facilitated the
collection of evidence designed to assess the accuracy of translation and interpretation of the reports
produced, the technical functionality and accessibility of the Tool and the perceived benefits for the end-user
from multiple perspectives. The methodology was based on both quantitative and qualitative techniques
using primarily structured questionnaires, participant focus groups and real time directed observation. Italian
Italy (ASEV) and Lithuanian (SIC) partners were successfully co-lead this work package.
Engagement strategies elaborated in previous WP and used in Pilots showed that combination of various
methods for recruiting beneficiaries were effective. Strong partnership relationships between project Partner
organisations and target groups have been created or strengthening and ensured further collaboration. The
different economic situations in partners countries affected the scope and sustainability of those links. For
example in the case of Italia, Lithuania, Bulgaria the significant achievement after pilots was links between
VET organisations, NGOs and local employers. Employers there have used the diagnostic to scope out
vacancy specifications & match them to candidates from local VET institutions. For Greek, Romanian and
Portuguese partners engagement with local employers has been more challenging.
There was highlighted by all target groups that they do not use similar Tools in their environment, so the
market is open for any new, modern, but validated system to assess persons soft skills, define soft skills
required for a job and do a job matching.
VET trainers highlighted qualities of the tool for improvement of students self awareness by revealing soft
skills as important for employability and presenting different working styles and key qualities of students.
Candidates stressed the value of the Tool was stressed for self-awareness by identifying and assessing soft
skills for the workplace. All Employers absolutely agreed that Job Matching Tool is very important in
recruitment and outplacement process improvement. The greatest benefit of the Job Matching Tool
according to Employers is possibility to find good employee and to save time and cost. Pilots were
recognized as effective possibility to test gained competencies and skills in practice. Experience helped to
rethink and improve processes of using of the Tool.
Citations from interview with participants:

During our 1st Pilot we had a very poor feedback from the participants, due to the fact that we tried to
submit the evaluation questionnaires on line. It didnt work, so on the 2nd pilot we changed the strategy,
20
printed the questionnaires and only after people had filled them in we put the results online.
Much more efficient!!!
During Pilots, firstly try to communicate the whole message that the project foresees also stressing the
social aspects that might be included.
The partners were all trained in the administration of assessments & feedback techniques prior to piloting.
As competent practitioners with a sound level of understanding, they ensured that the pilots were conducted
in a professional manner & that target groups derived maximum benefit from the experience. As a result
VET Providers across the consortium gained a much better understanding of learners soft skills and a
greater awareness of their learning & work style preferences.
...have been created strong partnership relationships between VsI Socialiniu inovaciju centras and their
companies. Organisations will collaborate in the near future developing using of Self Awareness system in
Lithuania
Summarised remarks
Elaborated and coordinate engagement strategy was tested & improved (Pilot1&Pilot2). Combination of
various methods for recruiting beneficiaries emerged as the most effective. It helped to develop &
strengthening strong partnership relationships between project partners organisations and target groups &
stakeholders. Those ensured further collaboration and sustainability of project.
3.6. Quality Assurance
Overview of Aims and activities of Quality Assurance

This WP was closely integrated with WP6: Evaluation. It provided an objective focus on the effectiveness
and efficiency of the projects performance. The main goal of WP was ensure that the results of the project
are achieved on time and to budget. Clear objectives, defined tasks and activities, and key performance
indicators (KPIs) were settled up and were encompassed by project management. WP was leaded by Apricot
(UK) but involved the contribution of all partners.
Quantitative and qualitative measures of performance were established using the Balanced Scorecard
approach with the aim to provide the standards for measuring and improving service to project beneficiaries.
Apricot (UK) has Matrix accreditation and all current IAG activity is mapped to this standard. That was the
reason to apply these standards within the project. European Partners were persuaded adhere to similar
quality standards.
The elaborated Quality Management Plan combined financial measures with other KPIs to give a balanced
snapshot of how well the project is progressing and how it could be improved. It was focused on four areas:
learning and growth; internal monitoring and audit systems; end user/stakeholder satisfaction with the
project; exercising budgetary control and ensuring that value for money was provided within the public
purse. Quality Assurance and Monitoring was based on a formative review and evaluation process that
involved the regular monitoring of activity against the project plan and key performance indicators.
Established continuous monitoring processes maintained project management robust and allowed explicit
improvement goals.
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The coordinating/management team ensured that the project continues to focus on its
primary objective of meeting the needs of target groups. Two main streams of activities were applied. First
one - developing of Improvement Plans to address weaknesses and build on strengths within the project.
Second - leading of achievement of monthly targets with any shortfall addressed by specific action plans
through Work package.
Quality and Project Monitoring was ensured by using both streams - internal and external evaluation. Peer
review, progress review when partner review constantly of project progress and quality was used for internal
evaluation. External monitoring was undertaken by professionals with relevant professional experience.
Summarised remarks
Quality culture was established in the project by applying continuing monitoring and orientation on
clients satisfaction. Complexity nature of evaluation, providing measurement of performance and outcomes
was established using the Balanced Scorecard approach. Taking into account quantitative and qualitative
factors and actions for improvement the coordinating/management team ensured that the project continues to
focus on its primary objective of meeting the needs of target groups.
3.7. Evaluation
Overview of Aims and activities of evaluation

In carrying out the evaluation, capturing the learning from the project, proving the effectiveness and
efficiency of our proposed models and influencing and improving the structures for the delivery of enterprise
learning were emphases. Evaluation was both formative and summative. Activities were carried by Social
Innovation Centre (Lithuania) by involving all partners.
The aims of the formative evaluation were to assure the quality of the project, and monitor and review
ongoing activities in order to ensure continuous improvement and achievement of milestones. The aims of
the summative evaluation were to assess whether the programme achieved its aims and objectives, along
with its impact, value and benefits, summarise the key outputs and synthesise knowledge from the project,
and lessons learned, into a best practice framework and identify potential areas for future development work.
Interim evaluation and 2 Pilot evaluation Reports, Final Evaluation report were provided.
Evaluation was drawn up based on Kirkpatrick Evaluation model. It allowed evaluating the various levels of
activities by assessing: Reaction how employers, VET providers, our adult target groups and partners have
reacted); Learning (what has been learned from delivering the project); Behaviour (whether what was learnt
is being applied); Results (whether that application is achieving results/impact); Return on Investment,
whether the project delivered EU value for money. For permanent carrying of overall picture of ongoing
performance and achievements process evaluation and progress evaluation were applied. Process evaluation
allowed to assess whether the project is being conducted as planned. It involved collecting information to
learn whether or not the benchmarks for progress were met and to point out any unexpected deviations. By
collection and analysing information on progress evaluation were determined what the impact of the
activities and strategies is on participants, or institutions at various stages of the intervention.
As part of overall management control strategy, there were established robust disciplines, systems and
periodically reviews to ensure the continuous improvement and development of provided services. Monthly
national project team meetings and 6 transnational partnership meetings for information dissemination and
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progress monitoring were held. The achievement of the projects aims and objectives laid
the foundations for the production and implementation of a sustainable process for learning and
improvement.
Evaluation criteria were based on the projects key objectives, milestones, outcomes and timetable for
delivery as well as satisfaction of beneficiaries. Both quantitative and qualitative evaluation involved an in-
depth assessment of added value and the quality of provision within the project. Evaluation was carried out
by variety of techniques - surveys, interviews, focus groups, case studies and observation of the processes.
That ensured complex approach and reliability of findings.
Partners were high involved in evaluation design and implementation, that allowed create Quality culture
amongst partnership and ensure responsible approach to Project processes and achievements. They
participated in data collecting and interpretation procedures. Discussions on the issue and dissemination of
results were scheduled in each partners meeting.
Summarised remarks
By produce both Formative/Interim and Summative Evaluation Reports and presentation of
findings/recommendations, evaluation continuously provided feedback to the project partnership on progress
towards objectives and planned qualitative and quantitative performance indicators, supported the project
team in reflecting on their learning and capturing best practice, contributed to the Final Report.
3.8. Dissemination
Overview of Aims and activities of dissemination

Aim of dissemination was to ensure that project activities, progress, outputs, outcome and results are known
as widely as possible in order to create interest in the project and to sustain continued growth in
implementation after the conclusion of the grant funded phase.
By completing the needs analysis of each target group the users were defined & segmented and their
characteristics, needs, expectations and perceptions were clearly mapped in early stages of the project.
Dissemination activities were focus on two main groups of beneficiaries. SME employers, VET providers
(institutions and trainers) and through these, the ultimate beneficiaries of adults at risk in or excluded from
the labour market were recognised as main target audiences. The wider group of stakeholders including the
National Agencies, Chambers of Commerce, NGOs, policy makers, research bodies & the Education and
Culture DG were also identified as second target group with specific aims and expectations.
Reaching specific target groups was ensured by using vertical and horizontal dissemination approach.
Continuous, permanent dissemination activities involved variety of techniques and instruments and allowed
raised awareness of an interest in the projects activities and results across a wide range of stakeholders
within 7 EU countries. Key stakeholders were informed about the added value, quality, relevance and
effectiveness of the projects activities and results thereby their interest in the innovative processes trailed
and fostering their involvement raised. The innovative nature of the performance, the benefits of partnership
and European cooperation and funding were highlighted in all information.
The details of all contacts made during the project are recorded on a CRM (Customer Relationship
Marketing) database. All contacts are kept up to date with activities in the project through newsletters and
23
via social networks. Multi-media target marketing techniques were deployed to disseminate
information of interest to the segmented target groups. Lead Partner elaborated project website, produced
electronic newsletters, promoted virtual/internet marketing techniques and social networks eg. Facebook.
Promotional brochures, websites, marketing events (as conferences/seminars/workshops) were provided by
each partner with the aim making target audience aware of the project as part of raising their desire to
participate in it. To disseminate and discuss results of the Project a final conference was arrange. Greece
partner (RDA) was conducted the Conference.
The need for all partners to take an active role was recognised, thus produced a multiplier effect. Project
Dissemination Plan was elaborated and implemented by each partner. For benchmarking and monitoring
quarterly reports on dissemination were provided by each partner. All partners were involved of in local and
EU wide dissemination from start to end of the project. Partners collaborated in disseminating the results
through their local networks, stakeholders and client groups and contributed to lead partner developed
activities such as the website. Project website include information about the project, progress reports, a
discussion forum, electronic versions of promotional materials, links to the diagnostics, demonstrations and
results. Each partner also added project specific WebPages to their organisation's website
All aspects of the dissemination were systematically evaluated & best practice approaches reported to
partners in special sessions in partners meetings of shared by emails.
Summarised remarks
Complexity of dissemination activities raised awareness of an interest in the projects activities and results
across a wide range of stakeholders. Project partners informed key stakeholders, including institution-based
VET, social partners and employers, of the quality, relevance and effectiveness of the projects activities
raising the profile of the need for more work-related activities in VET and promoted the processes for
integrating soft skills development into VET programmes.
3.9. Exploitation
Overview of Aims and activities of preparation, adaptation and transfer

The aims of WP8 were to optimise the value of the DAISS project, strengthening its impact on employability
provision in each of the partner countries, identifying potential opportunities for further transfer (to
other/new contexts), and to integrate or embed it in a sustainable manner into employability and workplace
learning VET provision.
Exploitation of the project, identified as best practice and its results, was a continuous process planned,
adapted and managed throughout the duration of the project. Fundamental to the process of effective
exploitation was the development and implementation of an Exploitation Plan.
Exploitation plan has been developed in line with EU best practice at the start of the project. The plan
allowed for amendments that reflect target group feedback and the outcome of the piloting and testing.
Exploitation plan took into account of the needs of project end users, the sector those users work in & all
other stakeholders and recognised that both transfer and potentially, commercialisation, aid sustainability.
Peculiarities of different countries in applying the Tool into VET curriculum as well as specific legal
environment of EU documents were present in this Plan.
24
To ensure sustainability the Exploitation Plan was envisaged into each partner Business Plan
where assumptions for continuation of the project after the grant funding stage finished were mainstreamed.
All partners identified key local stakeholders & produced plans to promote the concept within each of their
own contexts, developed a strategy for disseminating and embedding the projects results within VET in their
respective countries after funding will finished.
The Business Plans varied by country and depends on specific social and economic environment. E. g.
Bulgarian partners embed soft skills into national VET curriculum recognised as significant challenge and
applied & have received funding from the Bulgarian government for a study visit to the UK with the aim of
introducing employability into national VET provision. As well several partners have submitted proposals to
various funders with the aim to include the Diagnostic as part of their employability projects. Partners are
willing to keep the results of the project visible and available eg. via the Project Website, so that wider
audiences could access, learn from them, adapt to their own needs, build on them & take to the next level.
Summarised remarks
The value of the DAISS project was optimised and its impact on employability provision in each of the
partner countries was strengthened. Project partners identified potential opportunities for further transfer to
other/new contexts and integrated or embed the new services in a sustainable manner into employability and
workplace learning VET provision. The key to success was identified as selecting the appropriate
exploitation mechanisms for future use and commercialisation of the Tool, which could keep sustainability
of the processes within VET. Together, the dissemination and exploitation activities (WP 7 & 8) ensured
optimal use of the results of the project beyond the participants in the project, during and beyond the lifetime
of the project.
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4. SHORT AND LONG TERM IMPACT
Added value of the DAISS Project could be recognised by underlying positive effect that the project and its
results have on VET provision for employability & workforce development systems and practices in each of
the partner countries. This positive impact making sense what had happened, what was changed /improved as
a result of the project considering target groups, geographical perspective, VET systems. The impact of the
project was observed directly related to the main results of the project, as well as indirectly related to the
dissemination and exploitation of the concepts and methodologies transferred, adapted and developed
through the project.
In the short term the impact on the target groups (including project partners) was restricted to those who
participate within the project as part of the piloting, evaluation and valorisation. Impact was achieved
through a greater understanding of soft skills & work preferences articulated & interpreted via an innovative
nature of the work, the benefits of partnership and European cooperation and funding. Impacts on target
groups have been measured by getting feedback from users through interviews and surveys.
Long term impact, will enhance VET provision for employability & workforce development that is more
responsive to the needs of employers & adults in the target groups continuously after the beyond the lifetime
of the project. Project outcomes and short term impact create strong precondition for long term impact on
target groups as well as on VET systems and policy.
4.1. Short Term Impact
Target group Project effect/impact on the group

Vet teachers, Better understanding of employers needs in terms of soft skills and work style preferences
trainers & Greater insight into the soft skills, learning and work style preferences of the individuals
tutors they are supporting
Improved labour market information to inform the development of vocational and
employability learning programmes
More personalized and effective approaches to employability coaching
Observation of impact
Evaluation of 1&2 Pilots noticed, that mostly VET trainers had no or not significant experience of using
psychometric tests with their trainees as well as integrating them into curricula. Moreover, their programs do
not include any soft-skills and/or self-awareness components. This situation explains their reluctance to
participate in piloting and their initial scepticism regarding the benefits of DAISS tool. Participation in the
Project got them greater insight into the soft skills, learning and work style preferences of the individuals
they are supporting. VET trainers evaluate as efficient the Candidate Feedback reports in respect to
understanding of the soft skills of their students/trainees. All the trainers are aware of the great potential
that Self Awareness has in terms of: improving students self awareness, explain different working styles,
improving self-presentation skills, and providing advice for job interviews according to evaluation of Pilot2.
They evaluated important or very important features of the Tool - identifying the soft skills, identifying a
students key qualities, explaining how others might perceive behaviours, providing advice for interviews.
They were very positive about implementation of the Tool within an individual/group interview with
employers before traineeships. According to them the test results are a value cause for reflections and self
evaluation as well. It could be a support to enhance personal and professional qualities. It seems that Self
Awareness diagnostic would be really valuable and useful tool to improve their working with students.
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In interview with VET trainers (N 12) gave explanations, statements in hierarchical order (the first is most
important, other less) on how The Diagnostic Tool and better understanding of soft skills help him to
improve the development of vocational and employability learning programmes. Their responses show that
they are confident with the concept of soft skills and work role preferences in the way that allows them apply
more personalized and effective approaches to employability coaching. Their answers could be categorised
as follow:
1. The identification of soft skills is a basic need for further student personal development. From this
perspective the knowledge of oneself is critical in order to work on, improve and evolve in the area of
basic skills. By understanding complexity of students needs it is easy to individualise training processes
and focus on personal development plans by motivating them to analyse, learn more about their personal
soft skills, improve weaknesses and increase students self awareness. The tool makes the link between
education and employment, between working on developing soft skills and their applicability in practice
in real life circumstances in the work environment.
2. By having better understanding about the role of soft skills in labour market, getting more confident
how employers value different soft skills in different market sectors VET trainers could answer needs of
trainees taking into account their further employment situation and career development. The tool assisted
in evaluating a group of candidates with similar vocational education training, analysing their
employability level, and differentiating them in view of suitability for specific job positions. We were
able to identify the range of soft skills at individual level and sum-up the existing soft skills at classroom
level.
3. The tool makes the link between education and employment, between working on developing soft skills
and their applicability in practice in real life circumstances in the work environment. Better
understanding of work role preferences of employer higher quality of employment process and better
preparation for interview and work in company/organisation. The profile prepared for a job seeker gives
information about the advantages but also for the shortages and each person could seek learning
programme in order to upgrade one or other particular group of soft skills. The tool facilitates the link
through: profile screening (soft and hard skills), short listing and introduction, between students who are
still in vocational education and training with prospective employers.
Summarising remarks
After participating in the Project VET trainers highlighted soft skills and work style preferences as stream for
improving of vocational and employability learning programmes and were able to support learners in
employability coaching. Gained knowledge and skills they recognize as crucial developing and integrating
new approach to VET programmes.
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Adults at risk in, Greater self-awareness of their soft skills and preferred working and learning styles
or excluded from, Greater confidence in presenting themselves to employers
the labour market Greater differentiation in VET provision to suit their needs
Greater success in retaining or gaining suitable employment
Results of surveys on satisfaction on participation in Pilot1&2 as well Case studies were used for presenting
impact on Adults at risk in, or exclude from labour market
About 55% of interviewed candidates completely agreed that Footprint diagnostic helped them to see areas
for personal development. The importance of the Self Awareness diagnostic was rated as Very important
and Important by all of the candidates. As the most important characteristics of Self Awareness more than
60% candidates mentioned as identification of soft skills and key qualities, understanding of their working
style. Candidates highlighted better self-esteem, increased capacity to evaluate the soft skills; as well it was
mentioned while current information about their having soft skills (personal strengths) is known recognition
of personal weaknesses gives opportunity to improve their personal characteristics and current working style.
Candidates assured that by taking Diagnostic they have learned much more about themselves by comparing
their personal self-evaluation with results of test. That raised their motivation and extended understanding
about their personal working styles. Detailed description in Candidate Profile was recognised as very useful
preparing for Interview with Employer as well was useful for understanding their job preferences.
From 1 to several facts of successful retaining or gaining suitable employment after using the Tool were
mentioned almost in all Case studies, presented by international partners. The most successful cases are
described below:
Lithuanian partner SIC: After Job Matching on Self Awareness diagnostic Pilots 2 persons got a Pre-
school education teachers job and 2 persons got a Non-formal education teachers job in kindergarten
PASAKA. 4 participants of the Pilots got a job in organisation: 2 of them became an Pre-school education
teachers and 2 others became Non-formal education teachers. The director of kindergarten has been looking
for new ways of testing new staff members that would be effective. Pilots of Self Awareness according to
her Present from the Sky. Candidates for job vacancies had to complete a Self Awareness test. The job
matching results have been quite important part in making decision who will work with children. According
to director, personal soft skills are very important for teachers working this kind of work.
Italian partner FORSAS: In collaboration with the operator of the Centro per lImpiego Val Polcevera Mrs.
Ilaria Fragomeni we decided to use the Self Awareness with one candidate. The Self Awareness was sit
before the simulation of job interview held in the enterprise LEOLABS (Forsasclient). The Candidate
chosen was Samuele Milesi. Samuele set the test, and then he had the time to go through the generated
Report and share his opinions with Paola Del Giudice (Forsas) who pointed out some peculiar aspects shown
in his Report. Samuele was very impressed by the efficiency of the Footprint Description; he said in fact that
no tool had ever given such a detailed and realistic image of his Soft skills. After this phase Samuele was
accompanied to the simulation of job interview with the Employer Pietro Teglia form Leolabs. After this
interview Samuele confirmed his satisfaction by having Self Awarenes Diagnostic as it gave him a positive
Report useful for a real awareness of himself and also for a detailed description that he used during his
introduction to the Employer.
Samuele said he gained much more confidence in himself. His Report has been attached to his CV that
Centro per lImpiego is sending to the agencies and enterprises. According to the Agencys operators there is
now a very high possibility that Samuele could start his work experience within a new company by the end
28
of the summer.
Bulgarian partner Industry Watch Group Ltd: We conducted job matching between the candidate group
Plovdiv Cityhall and the role profile of director. Of the 6 candidates who had run the test we had one best
fit, 4 good fit, and one some fit. We presented the results to the deputy mayor who expressed with surprise
that the best-fit candidate coincided with his favorite, explained in detail the results of the rest of the
candidates. To our best knowledge the best-fit candidate was then appointed a director of the municipal
company.
Greece partner HRDC: collaboration with companies ranged from goods and services, to pharmaceutical
and supermarket, cafe, travel agency was established during the course of DAISS project. Candidates were
found for both temporary and full-time jobs and eleven jobs were fulfilled.
Protugal partner Sociedade Portuguesa de Inovao, C.E.F.I., S.A: SPI is a SME company placed in
Portugal, which offers consultancy services to companies and other institutions. Although SPI takes part of
the DAISS partnership, the recruitment departments from the company thought it would be interesting to use
the tool to help them evaluate the soft-skills of the job candidates. The test was performed to 2 candidates
from the Coimbras office, through an online presentation, giving them instructions on how to execute the
test. This experience was very important to the hiring process in Coimbras office, as well as the team
structure adopted through the evaluation of the candidates soft-skills. Both the candidates that executed the
test are now in SPIs team of consultants
Summarising remarks: The significant amount of candidates, token the Tool, recognise it as very useful for
their needs. They expressed that by taking the Diagnostic they learn more about them selfs, and understand
job preferences according to their working styles. Greater self confidence raised their greater self-awareness
and capabilities in retaining or gaining suitable employment. Almost in all partner countries there were from
1 to several cases of successful recruitment after using the Diagnostic tool.

Employers Improved recruitment, retention and outplacement processes
Improved processes for supporting career progression, succession planning and talent
management
About 80% of the Employers, who participated in Pilot 2 considered the high satisfaction of the overall
experience of the process. Furthermore, 65% Employers expressed they are very satisfied with initial
training/consulting on use of the system and with reviewing their shortlist of candidates, more than 70% with
the handbook/guidance materials provided, and more than 60% with creation of a Job. There was no
common agreement regarding satisfaction about definition of the soft skills for job requirements between
different partner countries: for one part of them this feature was evaluated in the highest marks and for others
not. That shows how much was important the engagement strategy used by partners and how useful was
delivered material about project, its aims and DISC methodology.
About half of all Employers were satisfied with their understanding of DISC and work role preferences, the
process for registering company. The others are just satisfied but there are very few negative comments
about using Self Awareness. 4/6 are just satisfied with overall ease of administration of the system.
Most of Employers who have participated in Pilots 2 totally agree that Job Matching Tool is very important
in recruitment process improvement, in outplacement process as well as possibility to improve talent
management in the Companies.
Almost All Employers think that the greatest given benefit of the Job Matching Tool would be possibility of
29
finding employee. Despite of this, about 80% also add that it is extremely necessary for increasing
productivity. About half of employers think that Self Awareness diagnostic would be able to save time and
money (Countries having poor economical status did not pointed point about saving costs).
Employers, asked about any other methods of diagnostic more effective than the Job Matching Tool showed
their different experience in this field: most of Employers said, that they have not used any other more
effective diagnostic than Self awareness; 1/3 argued that interview and case studies methods are much
effective for them than this diagnostic. 1 person commented that Job Matching Tool should be used
together with other methods, because it is still not so effective to act independently; it is just as support
Tool;
Most Employers see that the most important reason for wider acceptance of the Job Matching Tool could be
that psychometrics might be considered just as automated diagnostic tool that people generally dont trust.
Almost more than half of employers are sure that it could be understood as extra costs too.
If this tool would be available today in partner countries they strongly would like to recommend them to
Employers and job seekers. Quite big part of employers agreed that it is necessary to test and current
employees.
From one to several facts of improved Personnel management in companies, that participated in Pilots1&2
were mentioned almost in all Case studies from international partners. The most successful cases are
described below:
Italian partner ASEV: Simone Terreni, the Manager of the Voip Voice company was trained in the Test
Use, system management, Group Leader functionality (Footprint delivery), the use of the diagnostic and
reports, Job creation and the Job Matching. The Manager himself took the test and was very enthusiastic
about the result, this playing a good part in his decision of using our tool for a real hiring situation.
The company organised Footprint sessions inviting 14 candidates for 2 vacant job offers to take the Test.
In addition, Simone Terreni, with our remote assistance, created the 2 job offers and then we performed the
match with a very good feedback from the Manager, who found the tool very useful and helpful if combined
with the traditional interviews.
Lithuanian partner SIC: EDUKACINIAI PROJEKTAI - is our partner organisation and we have quite
close and nice collaboration together for a few years. They actively organize training courses for social
workers and their helpers. Social skills are one of the aspects they train about. VsI Edukaciniai projektai
disseminated information about Self Awareness diagnostic and suggest making a test for their clients
(included to their training programme). VsI Edukaciniai prjektai is interested in high quality of their
organized training courses for beneficiaries and they accept that Self Awareness soft skills diagnostic would
be great tool to give more for their clients. Furthermore it could attract more interested clients to their
training courses also.
Italian partners FORSAS: Sideco is a Leader Company among the suppliers of piping for the chemical and
petrochemical industries. The offices are based in Genova and the employers working in Sideco are 14.
Managers of the Company referred, that It can be helpful to use the Tool during the interview very much; It
gives more awareness about yourself and your skills. Mostly for first interviews it helps very much since it
gives guidelines, for replacement or personnel management it can help employees to know hidden
qualities. It can be very useful for hiring new candidates. It was stressed, that the company should be very
open-minded and appreciate the philosophy of the Soft skills.
Bulgarian partner IWG: Polycar Ltd is an auto service center that had some serious HR management
issues. The company has two managing partners and both of them have rather different approaches in human
30
resource management. Moreover, there was some tension between one of the managers and part of the staff.
As they were trying to identify the reasons and to come to some solution (including restructuring and firing
of some of the un-appropriate workers), we managed to convince them that the Diagnostic tool could help.
We started our collaboration with personal interviews with both managers and with some of the employees
in order to get notion for the nature of the problem from the employers and employees point of view. We
offered to test the employees and then both managers to create separately the same job positions in order to
see whether there were some differences in their (as employers) perception of the job profile for one and the
same job position. Then we performed job matching. After testing the staff and performing job matching, it
became clear that one of the managers (the problematic one) has totally different vision for the soft skills
required for the certain job position than those offered by its employees and managed to achieve rather poor
job matching within the current pool of employees soft skills. The other manager seemed to have more
realistic approach and manage to achieve excellent job matching. Following the participation in DAISS
pilot, the management undertook some restructuring of the company, resulting in improved HR management
and greater motivation of many of the employees to perform their duties. All of them retained their jobs. The
Polycar case reveals that the DAISS tool could be successfully used for resolution of disputes/problems
related to organization of work within a given organization. The Diagnostic tool proved to be very useful in
identifying and utilizing the employees potential of soft skills.
Portugal partner SPI: SPI Ventures is a small consultancy company that helps and supports business
creation and development. Being a new company and with few employees, it still struggles in some
management issues, especially in the hiring process. With the test of the Self-Awareness tool, SPI Ventures
was able to understand the importance of soft-skills in the formation of teams and particularly in the hiring
process. The collaboration began with a first meeting with the responsible of the company to introduce the
Self Awareness tool and the objectives of the project, trying to understand in which ways the tool could be
more efficient to them. After this, three tests were performed with Portuguese candidates, and two with
Brazilian candidates. The ones from Brazil were performed through some online tests as an alternative for
the previous interviews that SPI Ventures associates have done before. Although SPI Ventures didnt hire
directly any of the presented candidates, the soft-skills evaluation served as another valuable way of knowing
the profile of the workers in the labor environment, aligning it with SPIs Ventures interests, as well of
showing the importance of the soft-skills in the working process.
Summarizing remarks: Significant amount of Companies, taken part in pilot 1&2 highlighted the
Diagnostic tool as useful in Human resources management processes because it facilitates the entire process
from posting the job to fulfilling the job position with the most suitable person. In the phase of adaptation of
the Tool there were several successful cases (Lithuanian, Italian, Bulgarian partners case studies) when it
improvement of HRM processes by matching candidates profile and job description was followed. As well
The Diagnostic Tool was recognised as valuable instrument for attract more clients in, e.g. education
services.
31
Transnational New and improved approaches to supporting employability and workplace retention
partners Broader EU networks
An enhanced, more responsive, product/service portfolio
A sense of ownership and involvement
By presenting Case studies transnational partners highlighted main benefits from the project:
Effective partnership team& High quality of work.

Almost all partners by presenting their Case studies as well as in Partnership meetings evaluation surveys
highlighted great pleasure to work with such competitive, diligent, responsible partners. Partners mentioned:
There was no one case when we do not have needed help or response on time. That really makes easy to
achieve best results on the project and it affected so high level of Self Awareness success in partner
countries,
We are grateful to our English partner, Apricot LTD for sharing with us such a wonderful experience As
for services and job culture we are sure that Great Britain can be considered a good ally, a trustworthy
partner on which to rely for new initiatives.
Wider understanding of importance of soft skills & new approaches to supporting employability and
workplace retention
The participation in the DAISS project gave for partners new knowledge about soft skills, DISC
methodology and the practical way to use it and support development of employability skills. Partners
expressed their involvement and sense of ownership as follows:
My organisation and I became more aware of the importance of the soft skills for the labour market and for
building efficient and competitive VET programs. We hope to use this new and innovative service for our
students and to promote it at national level together with our partner.
What was mainly transferred during the life of this project was an open mind and approach to the world of
job and to the employability services. The enthusiasm with which the culture of Soft Skills was presented
and transferred was also a good element ensuring positive results.
Part of IWG team (entirely comprised by economists) received special training and better understanding of
Psychometric Diagnostics, which together with the practical experience gained in soft skills diagnostics is
valuable not only with respect to further exploitation of the project results, but with respect to our primary
analytical work devoted to labour market developments.
Being an innovation consultancy company, SPI got more depth knowledge about HR field, as well as soft-
skills evaluation methods, that could be relevant in other projects; Understanding of the importance of soft-
skills for other EU countries (partnership), and relations between VET and employers.
Best practices sharing and Multicultural competences

Partners highlighted continuous learning from different experiences as the most valuable practice in the
Project. Their approaches expressed below:
During project implementation 5 transnational meetings with project partners in their countries. Each of
them was well planned and informative, answering to your questions and inspiring to continue this activity
with bigger spirit. The coordinators have an ability to motivate others and the success of Self Awareness in
so many countries is the best result of it.
32
Partners were keen to share their discovered new working ways (engagement methods, dissemination
materials etc.). That guaranteed high quality of Pilots and other implementation activities.
IWG is enhancing its product and service portfolio, and improving its marketing potential by sharing
experience with international partners.
We increase personal skills of organization through the exchange of best practices.
The benefit proceeding from this project is really valuable due to the fact that the main idea and work spirit
came from a different country.
Our team gained valuable experience in working within a multinational and multicultural environment
Extended experience when participating in multicultural partnerships.
Summarizing remarks
Partners demonstrated great involvement and sense of ownership by recognising soft skills as important issue
in their countries. All of them highlighted that new knowledge and especially international experience allow
them to enhance service portfolio they have had in their organizations.
4.2. Long Term Impact
Target group Long term impact

Vet teachers, VET providers are more responsive to labour market needs through a better
trainers & tutors understanding of the soft skills and work role preferences of employers
More VET providers assessing soft skills, learning and work styles to support learner
action planning practices for effective advice, guidance and coaching for
employability embedded in VET
Greater cooperation between VET and the world of work
Enhanced VET provision for employability and workforce development through the
understanding of employer needs and the application of soft skills diagnostic and
development processes
In Pilot 2 evaluation and in interview VET trainers express their deeper understanding of importance of the
soft skills and desire in employability programmes development:
1. Soft skills are usually difficult to define; the Diagnostic Tool gave me a clear frame about it from a
professional perspective. It is possibility to have a clear and common framework with the student/job
seeker about resources and areas of improvement by focusing on personal, individual development plans
for students. The Tool helped focus on soft skills used for educational purpose, specific for life skills
development.
2. The Diagnostic Tool reinforced their point of view about the importance of soft skills in finding/keeping
a job, increased accuracy of recommending a candidate for a job profile or specific vacancy and accuracy
in matching job requirements with individuals.
3. The Diagnostic Tool Disclose a possibility to have a start-point and build competences from personal
point of view and gives clear feedback to the student/job seekers.
After the Pilot 2 VET Trainers stressed in the survey, that they have a wide view of other possible ways to
use the Self Awareness for enhancing the curriculum and the employability of their students. They think it
improves the CV both with a description of itself and a professional profile concerning emotional sphere, the
way in which they could join the labour market; by integrating it in educational and training programmes as
a support tool. It could be used in group training processes to experiment the tests results through role-play
33
and reflections. Also according to them it can be used in education to prepare students to deal with on-the-
job training.
Adults at risk in, Greater self-awareness amongst the adult target groups of the need for both 'hard' and
or excluded from, 'soft' skills in gaining/retaining employment
the labour market The importance of assessing soft skills, learning styles and work role preferences for
employability is recognised and embedded
The importance of assessing soft skills, learning styles and work role preferences for employability as well as
greater self-awareness was recognised and embedded in Pilot 2 evaluation:
About 78% of Candidates completely agreed that they were keen to undertake the diagnostic test and
strongly recommend do it for others. Furthermore, more than 60% of candidates are absolutely happy with
understandable text of Footprint Diagnostic; they found hover tips absolutely useful and it helped them to
understand their strengths
If Self Awareness diagnostic test would be available today in partner country 80% of candidates would like
to recommend it for job seekers and 70% for students. Probably the main reason of this choice is the status of
candidates for which one they belong to.

Employers Employers have display greater clarity in their need for soft skills and work role
preferences in job descriptions, personal specifications and employee development
programmes
Greater clarity in their need for soft skills and work role preferences in job descriptions, personal
specifications and employee development programmes were displayed in Pilot2 evaluation:
Almost All Employers think that the greatest given benefit of the Job Matching Tool would be possibility of
finding employee. Despite of this, about 80% also add that it is extremely necessary for increasing
productivity. About half of employers think that Self Awareness diagnostic would be able to save time and
money (Countries having poor economical status did not pointed point about saving costs).
About 85% of Employers have never used psychometric test nor for employment purposes did neither for
internal organisation purposes and almost all Employers agree they would like to use Self Awareness
diagnostic if it is available in their countries.

Transnational Sustained transnational partnerships for exploiting the results and deliverables of the
partners project
Case studies reveal intentions of partners to exploiting results beyond life span of the Project. Almost all
partners highlighted new capabilities of their organizations as well as expressed interest from their
professional networks in further using the Diagnostic Tool. Several partners took active steps and submitted
proposals of employability projects to their national/local agencies. Bulgarian IWG was already succeeded -
Bulgarian government will fund a study visit to the UK with the aim of introducing employability into
34
national VET provision.
Preconditions for further sustainability are expressed by partners citations below:
SIC is going to continue successfully started work with Self Awareness project in the future.@
Forsas is benefiting from the alliance with the UK leader partner Apricot, the Bulgarian Partner Industry
Watch Group Ltd and the Italian partner ASEV for the proposal of new projects.
The license agreement for the use of the Self Awareness has been taken into account for the use of the
platform in 2014 IWG is gaining a stakeholder role in Bulgaria in the field of policy advocacy and business
consulting in the field of education and training. Our organization is involved in activities for local
development and would benefit to promote employment at local and regional level.
Furthermore, after 1st and 2nd Pilot courses our stakeholder list became wider: Self Awareness attracted
more collaboration partners; more companies were involved in networks. The opportunity of exploiting the
Daiss project has been identified in the continuation of the cooperation with Apricot.
Main benefits: building a stronger interconnectivity between European countries, establishing long-term
collaboration for future development of project within the Human resources and employment area, increase
personal skills of organizations through the exchange of best practices. We are ready to propose a common
sustainability programme for continuous promotion of the selfawareness tool beyond the project lifetime.
Our organization is involved in activities for local development and would benefit to promote employment
at local and regional level establishing long-term collaboration for future development of project within the
Human resources and employment area.
35
5. CONCLUSIONS
1. Considerable human and financial resources as well as inclusive leadership have been properly allocated
to the Project in all its lifecycle and lied strong foundations for embedding/mainstreaming/multiplying
the initial Project idea. Key benefits and value for money occurs in terms of the engagement of target
groups, enhanced capacity to replicate the process in 6 EU member states and impact on VET systems.
2. The number of language translations, the web-based nature of the approach provided effective use of the
diagnostic and job matching tool by giving wider access and deeper target market penetration and
allowed for rapid scalability. The concept and methodologies where developed and adapted to particular
circumstances beyond the participating countries. That provided a more effective bridge between the
VET provision and the world of work/employers. VET providers in partner countries expressed their
ability and willingness to adapt their programmes to better meet the soft skills needs of employers.
3. Methodology for capturing the importance of soft skills to employers and of taking these into account
efficiently at recruitment, career and job transmission points was enhanced and have been successfully
adapted for application in the different labour markets of the partner countries - Italia, Romania, Greece,
Bulgaria, Lithuania, Portugal. Ensured sustainability of the life time of the methodology after the end of
LdV funding lied on 1) expressed positive experience and the benefits that partners and stakeholders
were discovered; 2) their confidence in using the Tool; 3) and capacities to further advocacy within their
professional networks.
4. The European partners in the consortium developed an appreciation of the value of soft skills to
employers together with direct experience of using a soft skills diagnostic and job-matching tool. All
partners became confident users of the projects methodology & adapted the diagnostic and job-
matching tool to address their national labour market circumstances. They embed the use of the tool
within their own vocational & educational offers as well as promoting its use by others within their
professional networks. During the lifetime of the project, partners acted as champions of this approach
with existing networks of VET & employability providers within their countries. Beyond the lifetime of
the project partners are able to take on the role of expert users of the diagnostic and job-matching tool
and express desire in seeking to promote its application in their own countries through existing
relationships with VET sponsoring agencies and Governmental structures.
5. The success of the adaptation and transfer was reflected in the usage of this concept and methodology by
VET and employability providers and by employers. That demonstrated strong preconditions for
continuity and sustainability of the Project idea. Project partners expressed their interest continue to use,
monitor and record usage beyond the lifetime of LdV funding. The willingness of mostly all partners to
take an active further role is recognised, thus producing a multiplier effect on the VET system at
partners countries.
6. Networking within project partners and VET providers, NGOs, companies and organizations have been
enhanced within each participating country with improved appreciation of stakeholders expectations of
skills requirements, including soft skills. Sustainability of the results of the Project was expressed in
Exploitation strategy and Business plans. They express willingness of continued advocacy and
dissemination of the approach through embedding the understanding derived from the project and
36
through the further actions of partners and supporters within their professional
networks, conferences etc.
7. Positive impact was of project results was built through a cascade process with the initial partners
recruiting new users to the methodology & diagnostic tool & multiplying impact by creating a wider
pool of expert users and advocates. Project partners have been encouraged to maintain & promote the
projects concepts and methodologies within their own countries & identify suitable interested parties to
take on this role after the completion of the funded phase of the project.
37
ANNEXES
Annex 1-7 Case studies from transnational partners
Annex 8 Interview protocols with VET providers
38
Annex 1 Case study ASEV

Sub-programme/ Action LEONARDO DA VINCI Transfer of innovation
Project title/Acronym Job Matching Diagnostics for Assessing Soft Skills and Work Role Preferences
(DAISS)
Case study of each Partners organization
Organization name: ASEV
Name and position of person/s Franco Collaiuta, Researcher

that filled cases:
I. Success in employment
What we have to 1. Greater success in retaining or gaining suitable employment

prove 2. Number of jobs gained through use of the process and diagnostic.
3. Number of jobs retained
General instructions Describe as much as possible examples of greater success in retaining or gaining
for Case describing suitable employment after using the Diagnostic tool. Please give short
presentation of situation of lucky gay (gender, employment history, education
etc.), mention Company title, economical activities field, describe employment
preconditions how discovering soft skills by using Diagnostic tool encourages
unemployment person, shot describe collaboration with the Company (how you
found and contact them, was it first collaboration for your organization with this
Company, how the Company collaborate with you) and how Diagnostic tool helps
them to employ person. If possible - give your own opinion and set out reasons
for this success from the position of institution, owning the Diagnostic tool or
from the position of trainer.
Describing the case
Voip Voice is the first Italian totally business-oriented VoIP phone services provider. They operate at
national level and have the headquarters in Montelupo-Fiorentino, a small city in the Empolese-Valdelsa
district.
Simone Terreni, the Manager of the company was trained in the Test Use, system management, Group
Leader functionality (Footprint delivery), the use of the diagnostic and reports, Job creation and the Job
Matching. The Manager himself took the test and was very enthusiastic about the result, this playing a
good part in his decision of using our tool for a real hiring situation.
The company organised Footprint sessions inviting 14 candidates for 2 vacant job offers to take the Test.
In addition, Simone Terreni, with our remote assistance, created the 2 job offers and then we performed
39
the match with a very good feedback from the Manager, who found the tool very useful and helpful if
combined with the traditional interviews.
Reports in use: Candidate Feedack
So far, the feedback we had from both employer and candidates was excellent. We included an interview
with Simone Terreni, Voip Voice Manager in the 4th Italian newsletter, and we can consider it a very good
publicity for our project.
II. New collaboration
What we have to 1. New collaborations between VET and the world of work/ employers.
prove 2.The existing methodology have been adapted for application in the different
labour markets of the participating
Countries.
3.Enhanced networks of VET providers and stakeholders within each
participating country with improved appreciation of employers expectations of
skills requirements, including soft skills 4.Greater cooperation between VET and
the world of work. 5. How much employers contacted and made aware of the
DAISS project
General instructions Please provide list of all contacts/collaborations with employers/companies and
for Case describing describe in short way nature of each collaboration separately (name of company,
field/nature of its economic activity, it is new or long lasting collaboration, you
collaborate just on the Project pilots or the Company is interested in further using
of the Diagnostic Tool, how this collaboration occurred, how it will come in
action later on long term agreement basis, or depending on single or multiple
Company needs, what nature of collaboration buying services of staff
selection or other (describe what) procedures using Diagnostic tools etc.).
Describing the case
Since ASEV is also a VET provider, we used 2 of our own classes (Informatics and Marketing) for the 1st Pilot
Daiss, and all the students took the Footprint test and are now present in the Self Awareness database.
We even used those 2 groups to perform the job-matching for 2 job offers created by a local company that
participated in the Pilot.
III. Engagement of employers (included by request of Francesco)
Employer engagement strategy used

Initial approach (e.g. e-mail, telephone, both)
Formalising the collaboration with employers (e.g. kick off meetings, Cooperation Form)
Methodology used to conduct the test with employers (e.g. support material developed and
distributed, contents tested, procedure used to collect the evaluation questionnaires)
40
Initial approach: telephone and email
Formalizing the collaboration: meetings
Resources: stamped cards describing the project Daiss, stamped promotional folder containing
italian Understanding Behaviour Guide, a selection of our newsletters and printed brochure and The
Crocodile Story in Italian.
The evaluation questionnaire were submitted on line, we emailed the link to the survey to the
employers and they gave us their valuable feedback.
Main results
Number of employers that tested the tool
Size of the companies involved (i.e. large, SME)
Feedback obtained (please include results from the evaluation questionnaires)
41
6 employers tested the Self Awareness tool and 2 of them used the Job Matching component
of it;
3 SMEs and 3 larger companies;
Feedback obtained after the 2 pilots
- The employers that accepted to participate to our 2 pilot tests never used any kind of tools to
assess the soft skills of the people that they hire, but would like very much to use one if it not too
expensive.
- They were very glad to see that the procedure of creating a new job was very simple and that they
could do it on their own, on line from their offices.
- 100% of the employers consider the Self Awareness job matching tool important for improving the
retention process. 66,7% agree that it could improve the recruitment process and the process for
talent management.
- According to the employers involved in the 2nd pilot, the greatest benefit of using the Self
Awareness for them would be finding the perfect/most suited employee, and right after that the
possibility of saving time and money in the employment process
- When asked to list 3 features that such a tool should have in order to help them in their business,
here is what they answered:
Flexbility, Decision-making support, easy to use
It should be simple to use; it should provide a list of relevant candidates for the position we look for; It should has an active online support.
Low cost, user friendly, a big database for the job matching
- Regarding the possible risks of a wider acceptance of the Self Awareness tool in our country, 66,7 %
of the employers consider that people usually do not trust automated reports to such tests, and
33,3 % of them think that those tests could be viewed as an extra cost only.
- An interesting and positive feedback is telling us that 100% of the employers involved would like to
use the Self Awareness if it was available today in Italy.
Main conclusions
Positive aspects obtained from the pilots (what went well)
Negative aspects obtained from the pilots (what didnt go so well)
Lessons learned (examples of good practices, examples of things to avoid)
o It was positive to see that employers were interested to participate to the pilots, enjoying the benefit
of using for free such an innovative tool
o A somehow negative aspect was the little enthusiasm and reduced participation showed by the
local/regional decision makers in the area of public employment office
IV. Improved Personnel Management in companies
What we have to 1. Improved processes for supporting career progression, succession planning and
prove talent management in companies.
2. An enhanced methodology for capturing the importance of soft skills to
42
employers and of taking these into account efficiently at recruitment, career and
job transmission points
General instructions Describe example/es how Diagnostic tool effect company/ies personnel
for Case describing management. Please give short presentation of the Company (name, field of
economic activities, size etc.), describe what decisions were made in the
Company after collaboration with your Organisation in using the Diagnostic tool.
If possible ask person with whom you collaborate with to explain improved
processes for supporting career progression, succession planning and talent
management in companies, present examples, and give citations (if possible).
Describing the case
Martinelli International Shipping, located and operating in both Italy and Tunisia, is a leader on the
market of the carriage of goods between Italy and Tunisia and vice-versa, with particular regards to
the textile, garment and shoe industries, plant engineering, the chemical industry and movie sets. It
also operates a line dedicated to carriage at controlled temperatures (agricultural, food and fish
industries).
We presented Self Awareness to the MD of the company, he completed the Footprint himself and then
wanted to try it for a real hiring situation. He was trained in the Test Use, system management, Group
Leader functionality (Footprint delivery), the use of the diagnostic and reports, Job creation and the Job
Matching.
One job was created by the MD and 1 match performed. One observation is important in this case: the
candidates for the job posted by Martinelli were sent by a Recruitment Agency that usually works with this
company and who agreed to test them with the Self Awareness diagnostic tool. The Daiss job-matching
confirmed that both candidates were Best Fit for the job, which was good because it proved that the
Recruitement Agency was doing a good selection, but on the other hand the employer couldnt actually see
a more complex job-matching result since we performed the match only on the 2 candidates..
Nevertheless, this company would be interested in testing its employees for a better organisation of the
inside working groups.
V. Enhanced services
What we have to 1. New and improved approaches to supporting employability and workplace
prove retention. 2. Practices for effective advice, guidance and coaching for
employability embedded in VET. The number of local, regional and national
employability programmes utilising the job matching diagnostic in each of the
countries involved in the consortium and in other countries (as a result of the
exploitation plan).
3 An enhanced, more responsive, product/service portfolio.
4. A sense of ownership and involvement. Partners will have experienced the
benefits of the approach and will be confident users and advocates within their
General instructions Please describe how the adapting and piloting of Diagnostic tools effect your
for Case describing organization and you as part of the project in the sense of new approaches for
employability and workplace retention, new possibilities to have practices in
guidance and coaching for employability, further exploiting and ownership of the
Diagnostic Tools.
Describing the case
43
The SVICOLA Project Enhancing young peoples soft skills for the job market
was promoted by ASEV together with the 11 municipalities of the Empolese Valdelsa district, and targeted
around 400 young people (students, unemployed and employed aged between 18 and 29).
After an initial discussion with the Project Managers, since both DAISS and SVICOLA were focused on soft
skills, we agreed that a collaboration could benefit our projects.
Four tutors were trained in 4Quadrant Behaviour, delivering Footprint sessions and use of reports for
career choices and job-seeking applications.
To date 6 staff and 69 young people have completed the diagnostic and worked with the reports giving us
outstanding feedback.
VI. Benefits from partnership
What we have to 1. Broader EU networks.

prove 2. Widespread awareness of the product/processes amongst key EU networks
3. Extension of the geographical pilot to all EU member states to support
personalised learning for employability
4. Sustained transnational partnerships for exploiting the results and deliverables
of the project
General instructions Please explain
for Case describing - the benefits (short term and long term) that your organization and you personally
received from adapting The Diagnostic Tool;
- Various examples of benefits from transnational partnership in adapting The
44
Diagnostic Tools (eg. multicultural competences, wider understanding of
importance of soft skills in international labour market etc.). Explain your opinion
about possibilities in sustainability of transnational partnership for exploiting the
results and deliverables of the project.
Describing the case
My organisation and me became more aware of the importance of the soft skills for the labour market and for
building efficient and competitive VET programs. We hope to use this new and innovative service for our
students and to promote it at national level together with our partner Forsas.
We are grateful to our English partner, Apricot LTD for sharing with us such a wonderful experience.
If you think that there is something more that could be important for proving impact of the Project
please, write additional comments below
45
Annex 2 Case study VsI Socialiniu inovaciju centras (SIC)

(DAISS)
Organization name: VsI Socialiniu inovaciju centras
Name and position of person/s

that filled cases: Rita Brijunaite, Director of VsI Socialiniu inovaciju centras

Describing the case
1st case_Success in retaining
After Job Matching on Self Awareness diagnostic Pilots 9 persons got a useful information about
their having soft skills (Pilots were included as part of VsI Edukaciniai Projektai courses
implemented course programme fo unemployed people)
About company and partnership:
VsI Edukaciniai Projektai is our partner organisation and we have quite close and nice collaboration
together. VsI Edukaciniai projektai implement a national project that aims to help people of risk
families to find a job. Participants attend various courses in this organisation to gain new practical
skills useful in job catching and keeping process computer using skills, CV writing, English
courses, understanding about safe working conditions, social responsibility etc.
Benefit of Self Awareness diagnostic
46
The current activity of VsI Edukaciniai projektai was the main reason why they were so interested in
participation as VET organisation in Self Awareness diagnostic Pilots. According to them this
participation was great opportunity to get know themselves better (to recognize their key strengths)
and to have better preparation for interview with Employer. Unfortunately, none from unemployed
clients got a job, but VET Trainers ensured that those who completed DAISS Self Awareness
diagnostic test were very satisfied with results. After test they felt motivated to reach their aim (to get
a job) and in Candidate Profile found new action points what they should to do next or at least how
they could improve their CV.
By the Pilot test help the courses programme of VsI Edukaciniai projektai became much effective,
interesting and useful for those 9 participants.
2nd case_ Success in retaining
After Job Matching on Self Awareness diagnostic Pilots 8 persons checked their fit in the
current management job place in company UAB SALDA
UAB SALDA did a Self Awareness diagnostic pilot test with 8 their employees current managers
of different companies departments. Employer created 5 jobs: Marketing Specialist, Technical
Director; Director of production; General Director; Sales Director.
UAB SALDA is the European leader in production of ventilation equipmt, with 21 years of
experience in the field. The company produces a wide range of equipment for ventilation systems.
Today, the company successfully turns labor, capital and resources into goods and services that have
a solid edge both on the Lithuanian and foreign markets. Salda currently employs 250 people, of
which 60 per cent work in the production area. SALDA UAB currently exports its products to more
than 30 countries.
Self Awareness diagnostic Pilot test created new partnership relations between UAB SALDA and VsI
Socialiniu inovaciju centras.
The main wish of Employer was to ensure that managers are working in their wheels or to know if
they should work in another position. Almost all managers were quite long working in their current
position (management). So the strongest leaders were best fit suitable for couple or more lead
positions. Employer found out that just one person had poor fit position. According to results
almost all participants (of UAB SALDA) are quite well adopted by the work rules and their duties.
5/8 have required soft skills for particular place. Employer were satisfied with accurate candidate
profiles and pleased us to maintain partnership and develop testing activity in Lithuania.
3rd case_Success in employment
After Job Matching on Self Awareness diagnostic Pilots 2 persons got a Pre-school education
teachers job and 2 persons got a Non-formal education teachers job in kindergarten
PASAKA.
Kindergarten PASAKA" - a general purpose pre-school is engaged in pre-school, pre-school

education, non-formal education programs. In 2012 Kindergarten employed 45 workers. Children
were nurtured by 23 educators. Groups employed 12 teachers, 7 of them have senior educators
qualification category 5 educator. Main mission of organisation: To provide quality education and
47
care, using the most advanced methods of education, For attaining satisfy natural needs of the child.
Kindergarten PASAKA" was keen to participate in Pilots. They pleased VsI Socialiniu inovaciju
centras to check all their candidates who have been already invited to the interview in organisation.
4 participants of the Pilots got a job in organisation: 2 of them became an Pre-school education
teachers and 2 others became Non-formal education teachers. The director of kindergarten have been
looking for new ways of testing new staff members that would be effective. Pilots of Self Awareness
according to her Present from the Sky. Candidates for job vacancies had to complete a Self
Awareness test. The job matching results have been quite important part in making decision who
will work with children. According to director, personal soft skills are very important for teachers
working this kind of work.
Lucky persons
Candidates to this position did not send us none CV that we could evaluate their professional skills.
According to Director all accepted persons had required experience and professional skills.
Accepted persons were rated in high level according to Job Matching results. According to Director
they were very important making decision.
Accepted persons were self confident, creative, charismatic and with high sense of responsibility.
The same characteristics and other similar were marked by Employer creating Job and completing
Job test.
After Job matching we had one additional meeting to discuss about Job matching results in
organization. Director was interested in accepted persons stories according to graphs. We gave
her valuable information how this person could behavior on stressful situations, how selected person
could behavior at the beginning of the work how it would be better to speak with him/her, what is
the best way to motivate him her etc.
4th case_ Success in employment
After Job Matching on Self Awareness diagnostic Pilots 2 persons got a interpreter job in
organisation VsI Zmogiskuju itekliu stebesenos ir pletros biuras
NGO mogikj itekli stebsenos ir pltros biuras are seeking: to promote, develop and
implement innovative social and educational initiatives at the local, national and international levels;
to promote and implement programs, projects and methods of the vocational and professional
employment policy and spread models of good practice in human resource management; organise
and run non-formal education programmes for children, youth and adults; initialize and develop
activities, that satisfies needs of the disabled, older or aged persons and promote international
collaboration of this social groups.
VsI Socialiniu inovaciju centras and VsI Zmogiskuju istekliu centras are close partners. Partner
organization was looking for 2 interpreters in their organization so they were interested in our
suggestion to participate in Self Awareness diagnostic Pilots during candidates selection.
Both selected girls had a bachelor degree on English Filology. One of them (A) had an experience
working as interpreter, but for last 2 years have been on maternity holidays. The Pilot test was
48
completed during 1st interview with Employer. All candidates gave printed Candidate profiles. After
that they felt better because results were positive and according to them realistic.
B girl was rated in high level after Job Matching while A girl fit just poor. According to Employer
decision they selected one girl according to Job Matching results and one according to their personal
intuition.
As we know now they are happy with both girls working in their organization. According to them
they look not just good working but also having perspective on the future.
5th case_Ssuccess in employment
After Job Matching on Self Awareness diagnostic Pilots 1 person got a personnel and
administration manager job in company UAB VENTMATIKA
UAB VENTMATIKA (The Company specializes in design, manufacturing and selling of electronic,
electrotechnical and automation products and individual components. The spectrum of products and
individual components is very wide, the quality conforms to all appropriate standards and the prices
are highly competitive. They always seek for satisfaction of clients demands providing optimum and
innovative technical solutions. The Company specialists provide various consulting and design
services related to selection of ventilation, conditioning and heating automation systems and adjust
the implemented automation systems. The Company specialists regularly improve their qualification
by participation in probations, trainings, technical seminars. They also provide consulting and training
services to foreign partners. The demand for experience and specific knowledge of the Company
specialists, as well as desire to improve the production are the key aspects for successful competition
in the market.
Self Awareness diagnostic Pilot test created new partnership relations between UAB VENTMATIKA
and VsI Socialiniu inovaciju centras.
UAB Ventmatika did a Self Awareness diagnostic pilot test with 8 their employees current
managers of different companies departments. Employer created 2 jobs at the beginning of Pilots:
Manager of Production and Manager of Personnel. Than they have not been looking for employee
at the moment. After 1 month since Pilots were finished UAB VENTMATIKA pleased us a
possibility to do a Self Awareness Diagnostic Pilot test with 2 main their selected candidates. We
gave this possibility, but results were not so good as they could expect. According to Job Matching
results both candidates were just poor fit to personnel and administration manager position.
Employer as others also was very interested in comments of graphs. Before test Employer was sure
that will employ one of those 2 candidates. But Job Matching results also were very necessary
making final decision. Finally, they did not employ none of tested candidates. While responsible
person for Pilot testing was on holidays; UAB VENTMATIKA Employer called to VsI Socialiniu
inovaciju centras asking for help to test one more person for mentioned position (Personnel and
administration manager) because previous candidates are not suitable. We did not one more test; but
despite of this, here is a proof of quite big trust, necessity and interest in Self Awareness system.
6th case_ Sucess in employment
After Job Matching on Self Awareness diagnostic Pilots 1 woman got a Office worker job in
UAB Statome
49
UAB Statome is a compnay thats activities includes building, finishing services. Despite of this they
also need and Office wprkers who could help to coordinate all callings, requests, costs, time
management etc.
VsI Socialiniu inovaciju centras have quite close colloboration with UAB Statome. This organisation
always have been interested in our suggested participation in various Project activities but Self
Awareness Pilots came into their notice much more than others. Innovative company have been
allways looking for new ways to improve employment process that the work in a result would be
much effective.
Soft skill was new and unknown field for them, but at he same time very attractive an interesting.
After Pilots Job Matching UAB Statome accepted one personrated in high level best fit to be a
oofice worker.
We keep a communication with UAB Statome and know that the person is still working there.
Employer is satissfied not just with possibility to try innovative tool to improve employment, but
also it is happy with good employee who complete her tasks without any complaint.
7th case Success in employment of students.
After Job Matching on Self Awareness diagnostic Pilots 6 students got practice vacancy in centre
Goda
Center "Goda" is the Siauliai Municipal social services agency.

The main purpose of the center - to provide social day care services for persons with intellectual
disabilities, to improve the quality of life for these people, to provide their social integration. A
skilled social workers and their assistants with practical work experience, works with clients in
groups.
We have quite close colloboration with centre Goda. On 2013 spring they were looking for
students from Siauliai university to gain a practical experience in social work field in their
organisation. Employer wished to invite just those students wgo have a spirit to be a social worker,
but not just a required knowledge in this field. DAISS offer to participate in Pilots have been
suggested on the best time. Employer created social worker job and completed a test what is required
of student who would attend a practical lessons in centre Goda.
Students for practice vacancies were selected according just to completed Job matching of Self
Awareness system.
As we asked later, Employer is satissfied with selected students: they are those we were looking for
full of love for people, optymistic, smiling, friendly, helpful, tactful...I know that they are just a
students, and some of them did not have so much knowledge regarding social work.., but we saw that
they have a big potential in the future they can easily learn new things just being here, in their
work and not in the unisiversity desk.. We have serious plans regarding few of students they looked
really best fit to work in our organisation after their studines. We are waiting for them since
50
now.
This case one more proof that soft skills are important for Employers making decisions regarding
candidate employment.
labour markets of the participating Countries.
skills requirements, including soft skills
4. Greater cooperation between VET and the world of work.
5. How much employers contacted and made aware of the DAISS project
Describing the case
I. Colloboration with Employers:
Companies:
1. UAB SALDA. Self Awareness diagnostic Pilot test created new partnership relations between UAB
SALDA and VsI Socialiniu inovaciju centras. Company is interested in further using of the
Diagnostic Tool: till now frequently they are asking us for possibility to test someone of new
candidates; give suggestion according to Candidate Profile. Employer assured us that they would
like to be our partners/clients in later Self Awareness Diagnostic system using. UAB Salda is quite
big company in Siauliai that have more than 250 employees. The big company that have a lot of
partnership relations with other Europian countries is interested in high quality of work. As we
noticed and as it was said by Employer UAB Salda are often looking for new employees. But the
biggest interest of them is to get help from Self Awareness Tool to accept the best manager for
particular department who should have not just required experience but leader skills too.
2. UAB VENTMATIKA - Self Awareness diagnostic Pilot test created new partnership relations between
UAB Ventmatika and VsI Socialiniu inovaciju centras. Company is interested in further using of the
Diagnostic Tool: till now frequently they are asking us for possibility to test someone of new
candidates; give suggestion according to Candidate Profile. Employer assured us that they would
like to be our partners/clients in later Self Awareness Diagnostic system using.
UAB Ventmatika has strong collaboration partnership with UAB Salda they produce required
electronics to their producing air conditioning system. So Employer of UAB Ventmatika is also
interest in high quality of production. According to them Self Awarened diagnostic Tool helps to
accept suitable person, because firs look at candidate often could be not reliable.
51
3. UAB GTG the field of activity wood, products of wood..
Old collaboration with VsI Socialiniu inovaciju centras. UAB GTG often participates in
implementation of employment project that we have. Organization seeks to find out better
employment solutions that would raise an effectiveness of work. After participation in Self
Awareness diagnostic Pilot test UAB GTG find out that soft skills are necessary not only for y
important looking for a wife, but also for looking for a good, reliable employee.
4. UAB GITOG - the field of activity looking for a job, employment;
Old collaboration with VsI Socialiniu inovaciju centras. UAB Gitog often participates in
implementation of employment project that we have. Organization seeks to find out better
employment solutions that would raise an effectiveness of work. After participation in Self
Awareness diagnostic Pilot test UAB Gitog find out that knowing of soft skills before acceptance of
employee. According to them, bigger attitude to soft skills of person could guarantee stronger
relations and reliability of new employee.
5. UAB STATOME - is a compnay thats activities includes building, finishing services etc.
VsI Socialiniu inovaciju centras have quite close colloboration with UAB Statome. This organisation
always have been interested in our suggested participation in various Project activities but Self
Awareness Pilots came into their notice much more than others. Innovative company have been
allways looking for new ways to improve employment process that the work in a result would be
much effective.
6. UAB ADVANTUS - Self Awareness diagnostic Pilot test created new partnership relations between
UAB Advantus and VsI Socialiniu inovaciju centras. Comapany focuses provides services: search
and selection of employees ; temporary staffing (short term and long term; assessment of employees
and candidates; career transition planning (outplacement); cost optimisation
of personnel management; search and selection of employees in other countries, in cooperation
with ADECCO; other services, related to personnel management. They office is established just in
Vilnius (capital of Lithuania) so we communicated through destination.
UAB Advantus was interested in participation of Selaf Awareness diagnostic system testing by
personal aims. Organisation that works in the same field as Self Awareness System offers similar
services help to find a job or good employee. UAB Advatus was interested in comparison of used
methodologies and effectiveness of new one. After all they were not satisfied enough with Job
matching results: Self Awareness Diagnostics did not help them to find urgently requested
candidate to suggested work place. The main reason is this that UAB Advantus focus on
professional skills and not on soft skills. On the other hand they recognized that soft skills are
important but not for all. UAB Advantus more often is looking for candidates for non-qualified job.
So the biggest importance of their clients employers is focused on professional skills. If there is
higher position of job than requirements of employer suddenly became higher and includes soft
skills too.
7. UAB MINDAUGAS CEGYS the field of activities nature protection, measurements, devices,
minerals.
52
New collaboration with VsI Socialiniu inovaciju centras. Quite small company as others companies
that decided to participate in Pilots is interested in innovations. Organisation focus on technologies
not on social field as the biggest part of participants. That was interesting to collect opinion about
Self Awareness from different kind of companies. According to UAB Mindaugas Cegys, in their
company are working not a lot of people but all of them are reliable and have all required qualities
to work there. After Job test and Job Matching they agreed that there are necessary not only
professional skills but soft skills also. They found out that according to DISC most of them are C,
and if they are looking for new person he/she probably would be C too.
According to them Self awareness soft skills diagnostic system gives a possibility to find person
who would be happy working in particular work place: I think it is good for us, because that person
in this case have a higher motivation to seek better results than others who are looking just for a
job for money purpose.
UAB Mindaugas Cegys is quite small company and employment of new person is quite rare
occurrence. Despite of this UAB Mindaugas Cegys assured that they would ask Self Awareness help
if they look for a new person in the future.
8. VSI ZMOGISKUJU ISTEKLIU STEBESENOS IR PLETROS BIURAS are seeking: to promote, develop and
implement innovative social and educational initiatives at the local, national and international levels;
to promote and implement programs, projects and methods of the vocational and professional
employment policy and spread models of good practice in human resource management; organise
and run non-formal education programmes for children, youth and adults; initialize and develop
activities, that satisfies needs of the disabled, older or aged persons and promote international
collaboration of this social groups.
VsI Socialiniu inovaciju centras and VsI Zmogiskuju istekliu centras are close partners. Partner
organization was looking for 2 interpreters in their organization so they were interested in our
suggestion to participate in Self Awareness diagnostic Pilots during candidates selection.
VsI Zmogiskuju istekliu stebsenos ir pletros biuras became our key partner after 1 st and 2nd testing in
Self Awareness future perspective in Lithuania. Organisation is satisfied with Pilots results and is
totally prepared to work with us later if we make an opportunity to do this.
9. ASOCIATION MINTIES BITES Association is very young. It aims to promote, strengthen and defend
democratic and civic law and initiatives, social solidarity and social responsibility values and
volunteerism; to develop self awareness, public spirit and patriotism, tolerance, creativeness etc. ;
to form favourable attitude of society to persons belonging to social risk groups.
Association Minties Bits after Pilots they promised us give their support (suggestions, contacts
etc.) adopting Self Awareness Diagnostic in Lithuania.
10. SIAULIAI MUNICIPAL SOCIAL SERVICES CENTRE GODA - is the Siauliai Municipal social services
agency.
The main purpose of the center - to provide social day care services for persons with intellectual
disabilities, to improve the quality of life for these people, to provide their social integration. A
skilled social workers and their assistants with practical work experience, works with clients in
53
groups.
Organisation that work witj people have already known the big importance of soft skills.
Nevertheless centre Goda just now heard about possibility to use special Diagnostic tool to test Your
soft skills to particular job. Employer with big interest met invitation to participate in testing of
innovative tool. After sucessfulm Job matching it was agreed that tool is well done, effective and
needed. They recommended to use it with big companies having more than 100 employees or
schools. According to them if we make a possibility to do a diagnostic test and job matching with
small number of candidates, than Center Goda will know where to find a help.
11. VSI KURYBINIO UGDYMO CENTRAS MIKITUKAS the field of activities music, art, performance
lessons to develop creativeness of children
New collaboration. Organisation is always looking for creative, optimistic, full of energy and friendly
people who could patiently work with little children. For this reason this organisation used to use
various of creativeness tests. According to employer it is very important to find out as more as
possible about new candidate during first interview. The problem is this that it costs a lot of time
and often it is difficult to do everything what is possible during one or two interview meetings.
Self Awareness diagnostics has looked as convenient, time saving tool used to find a best fit
employee. Employer emphasized that tool is very useful in social (work with people) field, because
it is difficult when you wants to employ Influencer, but you suddenly get calculator. VsI Kurybinio
ugdymo centras Mikitukas is interested in later collaboration with VsI Socialiniu inovaciju centras
regarding using of Self Awareness diagnostic in near future.
12. Kindergarten Pasaka - a general purpose pre-school is engaged in pre-school, pre-school education,
non-formal education programs. In 2012 Kindergarten employed 45 workers. Children were nurtured
by 23 educators. Groups employed 12 teachers, 7 of them have senior educators qualification
category 5 educator. Main mission of organisation: To provide quality education and care, using
the most advanced methods of education, For attaining satisfy natural needs of the child.
Kindergarten PASAKA" was keen to participate in Pilots. They pleased VsI Socialiniu inovaciju
centras to check all their candidates who have been already invited to the interview in organisation.
Kidergarten is very interested in using of Self Awareness diagnostic in the future. After Pilots
Kindergarten Pasaka and Vsi Socialiniu inovaciju centras established promising collaboration
partnership.
II. Colloboration with VET organisations
1. VSI EDUKACINIAI PROJEKTAI (NGO EDUCATIONAL PROJECTS) was established in 2010

for the purpose to promote, develop and implement principles of life-long study program, non-
formal education, in range of social and professional skills improvement; to create programs of non-
formal education for professionals working in the range of social integration and socialization;
organize training, prepare and implement national and EU projects in range of social welfare rising
and to participate actively in the creating process of civil society based on knowledge.
VSI EDUKACINIAI PROJEKTAI - is our partner organisation and we have quite close and nice
collaboration together for a few years. They actively organize training courses for social workers and
their helpers. Social skills is one of the aspects they train about. VsI Edukaciniai projektai could
54
disseminate information about Self Awareness diagnostic and suggest to make a test for their clients
(includint to their training programme). VsI Edukaciniai prjektai is interested in high quality of their
organized training courses for beneficiaries and they accept that Self Awareness soft skills diagnostic
would be great tool to give more for their clients. Furthermore it could attract more interested
clients to their training courses also.
2. SIAULIU UNIVERSITETAS - classical type higher education institution located in the Northern
region of Lithuania. Founded in 1997 by uniting iauliai Pedagogical Institute and iauliai
Polytechnic Faculty of Kaunas University of Technology.The university has a community of
about 6000 students, 8 faculties: Arts, Education, Humanities, Mathematics and Informatics, Natural
Sciences, Social Sciences, Social Welfare and Disability Studies, Technology and Continuing
Studies Institute.
Colloboration between VsI Socialiniu inovaciju centras and Siauliai University is not new
partnership, but time and experience tested one. Siauliai University is absoliutelly the biggest VET
institution in Siauliai that attracted our attention as key partner on Pilots 2. Before pilots we had
several meetings in institution to engage students of Siauliai University (DAISS and Self Awareness
presentation).
VET Trainers and they colleagues from Siauliai University was interested in Self Awareness soft
skills diagnostic tool that could help students to know themselves better, to make better decisions in
their career and to participate in totally different Job Matching.
VET institution is interested in Self Awareness diagnostic possibilities in their University but at the
moment they cant allow for themselves to pay for offered services.
***
Used Engagement methodologies:
Proposal for VET institutions;
We organized 3 meetings with SU and EP students to engage them participate in Pilots 2 (presentation
of DAISS project, Self Awareness diagnostics and possibility to participate in Pilots 2) and 6 meetings
with employers who expressed they wish to take this possibility. These active promoting ways proved
much effective than In Pilots 1.
Training types used by VET:
- active (face to face)

- and e-training according to requests of employers.
- Employers wanted to see how their candidates to particular work place could cope with this
challenge (and in the same way to experience how good or quick they are in IT, pressure situations
etc.).
- short list of action points what to do step by step for candidates who do test at home.
***
At all we contacted about 70 employers (e-mails, calls, meetings).
55

SIC had interview with number of companies to get involved them in the Pilot 2. There we used several
Employers engagement strategies:
E-mailed & call ivitations for friendly companies (we invited our partner organisations to
participate in Pilots 2)
E-mailed & call invitations for bigger or the biggest companies of Siauliai (we invited companies to
participate in Pilots 2 according to list of biggest companies in Siauliai region)
Uploading and sharing invitations on website and FB (we created informative and attractive
invitation/brochure that were uploaded in our website and fb page:
https://www.facebook.com/photo.php?fbid=548093535212792&set=a.368234579865356.84482.3
10337125655102&type=1&theater)
Looking for new Job (We were looking for active advertisements of Job vacancies in Labour
market and other job offering websites. According to supplied contacts of Job providers we sent
them e-mails with text of invitation to participate in Pilots 2 and after several days called to them
asking about their decision about accepting an opportunity to try innovative Self Awareness
diagnostics. This way was the most effective, because of that Employers had a possibility to get
practical benefit at the moment testing their real candidates to particular job place. These way of
engagement determined strong relationships between their and our organizations planning future
activities together)
Snowball method for Employers (actually we did not pleased them to recommend this possibility to
others they did it by their selves. In this way UAB Ventmatika joined our Pilots 2, because UAB
Salda recommended and requested this. Also, having in mind that all companies participated in
Pilots 2 are implementing in different fields, the snow ball method will be very effective in
exploiting results: employers who were very satisfied with these diagnostics will tell about them
to their friendly companies.
Meetings with Employers 12 companies (employers) expressed their interest to use Diagnostics for a
testing purpose. They were told that 1 member from a company will become a Primary Administrator
who will do a test to determine soft skills needed for a particular job position (set by Employer) and will
act in the process of job match.
Methodology used to conduct the test with employers
- Face to Face instructions in Employer premises;

- Using of Hanbook for Employers;
- Communication by e-mails and calls regarding further action points;
Main results
56
1. 11 employers tested the tool at all (VsI Zmogiskuju istekliu stebesenos ir pletros biuras
participated in 1st and 2nd Piloting)
2. Size of companies involved in Pilots: 9 SME, 2 large
3. Feedback obtained:
Pilots 1: Evaluation by Employers
- Most Employers expressed their opinion prior to Pilot that they do not feel sure that it could be as a
supportive system for recruiting employees. They also said that it is new experience for them to
participate in these Pilots;
- Some of the Employers pointed out that if they will like it they will think about using it in their
company;
- Employers do not use any tests to assess soft skills or working style, because they always are
concerned if a candidate has enough professional competencies to accomplish given tasks;
- Employers liked the test to define soft skills required for a particular job. They mentioned that it is
good that the test is so quick and understandable and it did not take too long to accomplish it;
- The biggest disliked things by the Employers were the grammar issues. They were disappointed
with the words or sentences provided for them from the system;
- Most Employers think that Job Matching Tool is very important to help them find needed
employee. And they emphasized that it is good that they could do lots of things being in their
offices;
- All Employers said that if this tool was available today in Lithuania they would like to use it for some
reasons: convenience, modernity, flexibility, easiness of the system. Also they underlined that this
tool does not have analogues in Lithuania;
- As they told this tool is very important to any unemployed person, also graduates. Therefore they
would like to use this tool with their employees (inside the company);
- All Employers accentuated that they havent used any similar tool and they dont think that there
are such a tools in our country which could be used by the companies or could be on the internet;
- Employers stressed lots of strengths of the tool: very modern way of assessing something, excellent
website, accurate results of taken test, etc;
- They said that grammar things or translation mistakes could be solved;
The biggest threat is the price for using this system.
Pilots 2: Evaluation by Employers

6/6 Employers completed evaluation questionnaire
- 5/6 Employers have never used psychometric test with their candidates or employees. Just 1/6
Employer claimed, that he/she used psychological tests to assess personal skills that are necessary
in their offered work place
- 5/6 Employers expressed they are very satisfied with initial training/consulting on use of the
system, the handbook/guidance materials provided, creation of a Job, Viewing and printing the job
report and overall experience of the process. 4/6 Employers also are very satisfied with reviewing
their shortlist of candidates. 3/6 Employers are also very satisfied with their understanding of DISC
and work role preferences, the process for registering company, and introduction of dashboard.
4/6 are just satisfied with overall ease of administration of the system.
- All Employers who have participated in Pilots 2 totally agree that Job Matching Tool is very
important in recruitment process improvement and important in outplacement process. 5/6
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Employers think, that Job Matching Tool is very important in improvement process for talent
management. Process for supporting career is very important for 4/6 Employers. To save Employee
and process for succession planning, outplacement process for most of Employers is just important
(not very).
- All Employers 6/6 think that the greatest benefit of the Job Matching Tool would be possibility of
finding employee. Others 5/6 also add that it is necessary for increasing productivity. 4/6
employers also think, that great benefit of Job Matching is reducing employee turnover. Employers
said that the benefit of Job Matching Tool is also the improvement of learning performance (3/6),
reduce trainee dropout rate (2/6) and time saving (2/6).
- Employers, asked about any other methods of diagnostic more effective than the Job Matching
Tool showed their different experience in this field: 4/6 Employers said, that they have not used
any other more effective diagnostic than Self awareness; 2/6 argued that interview and case
studies methods are much effective for them than this diagnostic. 1/6 person commented that Job
Matching Tool should be used together with other methods, because it is still not so effective to act
independently; it is just as support Tool;
- 6/6 Employers see that the most important reason for wider acceptance of the Job Matching Tool
could be that psychometrics might be considered just an extra cost and 5/6 employers think, that
people still generally dont trust automated diagnostics;
- The most favourite Job Matching Tool features, possibilities etc.:
Candidates Profiles that comprehensively an accurately present person from social/psychological
side;
The ranking of the according to relevance with particular vacancy;
The paid attention to soft skills, key qualities, not only to professional ones;
Easy using system;
- At least liked Job Matching Tools features, possibilities etc.:

Too short questionnaire for Employers testing a Job, that looks not reliable
At the moment not fluent Lithuanian translation on the system
Technical things: registration and various approvements
Too wide list of characteristics to read and to choice in completing Job test
- This Job Matching Tool would be available in Lithuania, 6/6 Employers would like to use it in their
companies, because it looks reliable auxiliary tool;
- If this Job Matching Tool would be available in Lithuania, 5/6 employers would recommend it to
use also to Employers, and 1/6 employer would recommend to use it for Job seekers.
- Employers think that participating in Pilots were very important, good and recommended for
others experience for them and they are looking forward for possibility communicate with VsI
Socialiniu inovaciju centras and use the diagnostics in the future.
Main conclusions
58
Review of Engagement strategy used in Pilots 2 showed that combination of various methods were
effective. In this way have been created strong partnership relationships between VsI Socialiniu inovaciju
centras and their companies. Organisations will collaborate in the near future developing using of Self
Awareness system in Lithuania
Evaluation by Employers showed that most Employers have never used psychometric test with their
candidates or employees. A good point is that Employers do not use similar test in their companies, so the
market is open for any new, modern, but validated system to assess persons soft skills, define soft skills
required for a job and do a job matching.
All Employers absolutely agreed that Job Matching Tool is very important in recruitment and outplacement
process improvement..The greatest benefit of the Job Matching Tool according to Employers is possibility
to find good employee.
Employers emphasized some strong (accurate, key qualities, understandable test) and weak (too short
questionnaire for job testing) points. General view of the system is very good and there is a free market
space for this tool to be used in Lithuania. Employers see that this tool could be used not only with
students, graduates, unemployed persons, but also inside the companies. Despite of this they see that
psychometrics could be considered as just an extra cost and people will not trust automated diagnostics
Recommendations:
- To engage more companies;
- To use individual tokens;
- To prepare attractive brochures of DISC methodology explanations in Lithuanian;
- To prepare detailed, interesting presentation of DISC&Self Awareness in ppt presentation for
Candidates;
- To prepare detailed, interesting presentation of DISC&Self Awareness in ppt presentation for
Employers;
- To plan detailed further activities regarding test exploitation;
- To publish advertisements of Self Awareness diagnostics in public media;
- To make colloboration agreement with regional Labour Market;
- To upload updated corrected translations to Self Awareness system;
Describing the case
59
VsI Zmogiskuju istekliu stebesnos ir pletoros biuras (ZISPB)
Employed two interpreters after Job Matching
We have close contact with ZISPB. Girls who were accepted after Pilots 2 gave us few comments about their
status now:
A: I very liked this kind of interview with employer. I have never had experience look like this one. Yes, I
was surprises and a little bit frightened by strange way to test me, but when I got positive candidate profile I
felt better. The system wrote about me the truth and I dont need to find any other way to give this
information to employer! He already have! <...> At the beginning of job I was also surprised - Employer
was so sensitive to me as worker, asked my about my preferred working style in previous job, about my
career aims in this job etc. If all this is done by the help of Self Awareness Congratulations!
B:I dont trust on tests, especially when they are did on stressful situation. Job interview is really one of
them. I dont need any test that to show what I can. But this one was different. I liked it. The results of test
showed that I could be a leader and I know it I always do it where I am I Like it. But the best thing is
this that Employer knows it and use this information that to help me to find best fit position in their
organisation. I started as interpreter but now more often they give me new responsibilities and tasks. Just one
week ago I had knew that I will be the coordinator of one important project in our organisation, while I work
just few months! I appreciate all the effort that employer do regarding me, as person, as good worker. I
would like that my friends working in other fields, in other organisations, companies would have a
possibility to have similar career, working atmosphere conditions as I have here. Self Awareness makes a life
of better quality You dont need waste your expensive time or nervous trying to work what you dont like.
UAB Statome
After Pilots Job Matching UAB Statome accepted one personrated in high level best fit to be a oofice
worker.
We keep a communication with UAB Statome and know that the person is still working there. Employer is
satissfied not just with possibility to try innovative tool to improve employment, but also it is happy with
good employee who complete her tasks without any complaint.
prove retention.
2. Practices for effective advice, guidance and coaching for employability
embedded in VET. The number of local, regional and national employability
programmes utilising the job matching diagnostic in each of the countries
involved in the consortium and in other countries (as a result of the exploitation
plan).
Diagnostic Tools.
Describing the case
60
SIC at the moment have several projects where employment is the key point. But DAISS is totally different
from what we have seen or did.
The participation in the DAISS project gave us a new knowledge about soft skills, DISC methodology and
the practical way to use it and help for people. Furthermore, after 1st and 2nd Pilot courses our stakeholder list
became wider: Self Awareness attracted more collaboration partners, more companies became interested in
our activities, our projects.
Now we understand that is the big importance to test soft skills of each worker of organisation that we did.
There were made some changes who will work with whom, do particular employee is suitable fo current
position etc. We personally felt practical benefit of having this diagnostic information and we personally feel
the effectiveness of made changes till now. That proved us the big benefit of soft skills we felt what other
employers feel after Job Matching.
Self Awareness has quite important and big part in SIC future plans. We are going to continue our
collaboration with new founded companies and find more and more interested in soft skills.

of the project

Describing the case
61
Received benefits from adopting The Diagnostic Tool
- Effective partnership team& High quality of work. SIC had a great pleasure to work with such
competitive, diligent, responsible partners. We had not one case when we got needed help or
understanding on time; urgent tasks pleased to do asap were done by big part of partners on deadline.
That really makes it easy to achieve best results on the project and it affected so high level of Self
Awareness success in partner countries.
- Wider understanding of importance of soft skills. The participation in the DAISS project gave us a
new knowledge about soft skills, DISC methodology and the practical way to use it and help for
people. Furthermore, after 1st and 2nd Pilot courses our stakeholder list became wider: Self
Awareness attracted more collaboration partners; more companies became interested in our
activities, our projects.
- Best practices sharing During project implementation SIC had 5 transnational meetings with
project partners in their countries. Each of them was well planned and informative, answering to
your questions and inspiring to continue this activity with bigger spirit. The coordinators has an
ability to motivate others and the success of Self Awareness in so many countries is the best result of
it. Partners were keen to share their discovered new working ways (engagement methods,
dissemination materials etc.). That guaranteed high quality of Pilots and other implementation
activities.
- Multicultural competences SIC had known a lot about employment situation in different partner
countries.
- Future perspectives with Apricot SIC is going to continue successfully started work with Self
Awareness project in the future.
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Annex 3 Case study For s.a.s. di Paolo Tubino & C

(DAISS)
Organization name: For s.a.s. di Paolo Tubino & C.
Name and position of person/s Paola Del Giudice , European Projects Researcher
that filled cases:

prove
2. Number of jobs gained through use of the process and diagnostic.
Describing the case
63
Study case-Centro per lImpiego Val Polcevera
Progetto GRAL
Centro per lImpiego Val Polcevera is one of the public employment agency of Genova.
This Employment Centre offer free services to individuals and companies and is involved for some months
in the Research Group of Active Labour .
This contact is new for our Company and it was suggested by the Enterprise Leolabs that is cooperating with
them for job placements.
Research Group of Active Labour
GRAL
The Service has been entrusted to the Job Centre Centro per lImpiego Val Polcevera.
15 candidates have been included by the Job Centre of Centro per lImpiego Val Polcevera in a range of
activities aimed at :
- The development of a professional project
- The first implementation of an action plan for the job search
The GRAL have had an average duration of 6 weeks, divided into three phases:
1. Formation of the group.
2. Development of a professional design and development of an action plan.
3. Implementation of research activities.
The group had access to a "base of operations" (in classrooms equipped with the Job
Centre), support workers and two weekly appointments fixed half-day to organize / check the job search.
The path continued through the guidance of a tutor that at the end of GRAL continued the individual
activities for:
- Placement
- Internship / training
-Job Matching.
How we cooperate
In collaboration with the operator of the Centro per lImpiego Val Polcevera Mrs. Ilaria Fragomeni we
decided to use the Self Awareness with one candidate. The Self Awareness was sit before the simulation of
job interview held in the enterprise LEOLABS (Forsasclient).
The Candidate chosen was Samuele Milesi.
The Candidate: Samuele is very enthusiastic and motivated young boy. He is 21, after having taken the
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Qualification in Electronics he did several short work experiences.
He decide to join the GRAL program in order to be better oriented in his future decisions and involvement
in the world of Job.
The Daiss session:
Samuele was introduced to the Soft Skills during the Gral program when he also experienced the Job
Matching Platform called Goal.
The Operator Ilaria organized an appointment on the 26 th of July with FORSAS. This appointment was
held in the enterprise LEOLABS in order to simulate a complete job interview.
Firstly Samuele set the test, then he had the time to go through the generated Report and share his opinions
with Paola Del Giudice (Forsas) who pointed out some peculiar aspects shown in his Report.
Samuele was very impressed by the efficiency of the Footprint Description, he said in fact that no tool had
ever given such a detailed and realistic image of his Soft skills.
After this phase Samuele was accompanied to the simulation of job interview with the Employer Pietro
Teglia form Leolabs.
After this interview Samuele confirmed his satisfaction in having sit the Self
Awarenes as it gave him a positive Report useful for a real awareness of
himself and also for a detailed description that he used during his introduction
to the Employer.
What happened after:
Samuele said he gained much more confidence in himself.
His Report has been attached to his CV that Centro per lImpiego is sending to the agencies and enterprises.
According to the Agencys operators there is now a very high possibility that Samuele could start his work
experience within a new company by the end of the summer.
prove
2.The existing methodology have been adapted for application in the different
Countries.

65
DAISS project
Describing the case
Employers engaged in the DAISS project were mainly proceeding from 2 areas:
1. Clients network
2. New collaborations
With the first type Forsas had the opportunity to boost existing collaborations and open new perspective of
joint work, with the second type Forsas has the chance to create new possibilities and area of projects.
Clients network
Among the clients network we found very useful to collaborate with some enterprises having the suitable
characteristics to use the Self Awareness:
LEOLABS, enterprise dealing with ICT and automations systems. It is a solid client of Forsas as beneficiary
of Training Courses planned within the local or national funds Calls.
SIDECO enterprise dealing with piping for the chemical and petrochemical industries, and in particular for
tubes, pipe-fittings, flanges and other accessories in all type of steel and special alloys. It is a solid client of
Forsas as beneficiary of Training Courses planned within the local or national funds Calls.
NEXT SISTEMI enterprise dealing with ICT, webistes and computer services. It is a solid client of Forsas
as beneficiary of Training Courses planned within the local or national funds Calls. This enterprise also
offer trainer specializing in IT areas.
STUDIO 4 Next Sistemi enterprise dealing with ICT, webistes and computer services. It is a solid client of
Forsas as beneficiary of Training Courses planned within the local or national funds Calls.
CONFORM is an employment agency mainly deal with: outplacment, communication, training and
competences balance. The presentation of the DAISS project was organized in several appointments. This
organization is in fact a main stakeholder at local level for the Competences Balances. The Daiss project
gave Forsas the opportunity to boost this collaboration and put the basis for future joint work.
SOGEA is a Vet provider, it is a solid partner of Forsas in local Training projects.
AESSEFFE is a Vet provider, it is a solid partner of Forsas in local Training projects.
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CONSORZIO MOTIVA is a Consortium of Vet Providers and Social Services organizations. They
collaborated with Forsas in a Grundtvig Project and in the submission of more projects. The presentation of
the Self Awreness convinced the Consorizo to start a new area of collaboration.
WINTIME is an employment agency. It is a branch of the Vet Provider Form & Atp with which Forsas
collaborate for the national funded projects for training in eneterprises.
Wintime has 12 offices all over Italy. Forsas collaborates with the office based in Genova.
Wintime was included as it can use the Self Awareness for the candidate selections.
New collaborations
Among the new collaborators we found very useful to collaborate with organizations that could use the Self
Awareness and that show interest in the Soft Skills.
Scuola Alberghiera Citt di Lavagna: is a Vet provider mainly involved in Food and Tourism training , it
is a new partner of Forsas in local Training projects. This collaboration started up with the presentation of
the Daiss project at the E-world Caf European Conference held by Forsas in the town of Lavagna on the
19th of March 2013.
Ristorante Il Gabbiano: is a Restaurant collaborating with Istituto Alberghiero. It hosts candidates from
the training courses for work experiences proceeding from Scuola Alberghiera Citt di Lavagna
Centro per lImpiego Val Polcevera Centro per lImpiego Val Polcevera is one of the public employment
agency of Genova.
This Employment Centre offer free services to individuals and companies and is involved for some months
in the Research Group of Active Labour .
This contact is new for our Company and it was suggested in order to best exploit the Self Awareness by the
Enterprise Leolabs that is cooperating with them for job placements.
The operator show a strong interest in continuing the collaboration and released an interview for this phase
of the project.
Collaborating with them will give Forsas more opportunities to explore new areas of development.
Their field of interest is then matching with some activities of Conform. This fact then ensures a new
perspective of joint collaboration with more than one local partner.
III. Engagement of employers (included by request of Francisco)
Introduction Employment Context
Employment and economic situation in your country (usual hiring processes, unemployment rate,
countrys financial stability, employability)
Economic changes over the last two years
Future prospects for the economic condition
Genoa, which forms the southern corner of the Milan-Turin-Genoa industrial triangle of north-west Italy, is
one of the countrys major economic centres. The city has hosted massive shipyards and steelworks since the
19th century, and its solid financial sector dates back to the Middle Ages. Today a number of leading Italian
companies are based in the city, including Fincantieri, Ansaldo Energia, Ansaldo STS and Edoardo
67
Raffinerie Garrone.
Neverthless the global recession as affected this area, leading around 300 enterprises to close in the last 2
years: from 18.563 firms to 17.641 firms.

According to the Master Plan Forsas had to engage 6 enterprises, 30 candidates and 2 vet providers.
How the enterprises were engaged
Considering that Forsas owns consolidated channels with more than 100 enterprises (SME) in the area of
Genova, it was decided to carry out the Pilot phase within these contacts.
Forsas engaged the Enterprises by contacting them by phone.
An email was then sent to show a brief content of the project.
Appointments were fixed in order to speak face to face and show the correct use of the Tool.
In the same day the questionnaire was answered and archived by FORSAS.
Another way for extending the contacts and the presentation was the participation at the FAIR
EXPANDERE, held in Genova on the 17th of May 2013.
As for the resources, FORSAS printed a folder that was distributed to all the participants, and its content
was different according to each target group.
Employers received: 1 folder+ several postcards+ final questionnaire.
Main results

EMPLOYERS
7 employers were included in the tools test:
1. Consorzio motiva
2. Wintime
3. Studio4
4. Next sistemi
5. Ristorante il gabbiano
6. Sideco
7. Leolabs
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and 4 Vet providers: Sogea, Aesseffe, Istituto Alberghiero and Conform.
(Those 4 for their structure can be also considered as Organizations/employers)
All the Companies are Small and Medium Enterprises.
The findings that were collected through the questionnaire showed that:
General evaluation: 50% satisfied- 50% very satisfied
Concerning the rate of importance for each function of DAISS, the Employers replied in these terms:
To create a job offer
Define Soft Skills for a job offer
69
Visualize and print the Job Report
Look through the candidates lists
Importance for improving the hiring process:
70
Importance for improving the job (re-) inclusion
Importance for improving the coaching on the job
Importance for improving the personal development
71
Importance for improving the competences and skills management
It is important to note this feedback concerning the future use of the platform:
If this Job Matching Tool was available today in your country, would you like to use it?
100% replied YES.
Main conclusions

We can definitely say that just good aspect were obtained by these sessions.
It means that all the Employers were very well opened to the Self Awareness. Even if some of them could
explain the meaning of Soft skills nobody have the idea that a tool could evaluate personal attitudes and
work styles so well.
In the last phase of the second Pilot Forsas had enlarged its perspective on the Exploitation that will be
carried out.
Forsas is keeping on showing the tools potentialities and functions to the Empoloyers: Sideco, Leolabs and
to the Vet providers: Conform, Istituto Alberghiero, and Sogea. These organizations showed a great interest
in the projects follow up.
72

Describing the case
Forsas clients appreciated the use of the Self Awareness and found many potential benefits in it.
We selected one enterprise that presented a very interesting intention in using the Diagnostic.
STUDY CASE_SIDECO
After having tested the platform during the Second Pilots project phase ANDREW KINVIG, Administrator of
SIDECO, has proposed to us to evaluate the Self Awreness with a young employer, his name is
MASSIMILIANO VANNINI.
Business context: Sideco is a Leader Company among the suppliers of piping for the chemical and
petrochemical industries, and in particular for tubes, pipe-fittings, flanges and other accessories in all type
of steel and special alloys. Sideco is a fully qualified and reliable supplier, able to guarantee full compliance
with specifications and utmost observance of time schedules.
From 1977,after many years of activity, Sideco has achieved a leading position internationally among the
suppliers of piping for the chemical and petrochemical industries, and in particular for tubes, pipe-
fittings, flanges and other accessories in all type of steel and special alloys.
The offices are based in Genova and the employers working in Sideco are 14.
Employer Description: Massimiliano Vannini is 29 years old, Mechanical Engineer. He is a very enthusiastic
worker collaborating with SIDECO since 2011.
He made some working experiences in Italy and abroad before entering Sideco.
He is professional in his role, since 2011 he is assigned at the Commercial Department.
The aim of the Self Awareness
What happened after the Daiss Session
73
According to the Employer Mr. Andrew Kinvig, Massimiliano is one of the few cases that can be considered
flexible and easy to replace in a new Department. Thanks to his age, to his experience and to his open mind
Massimiliano is an interesting profile and, if well directed, could offer his professionalism in more areas or
in new development branches.
The results of the Diagnostic confirmed this thought and is ensuring more and more Mr. Kinvig in his
opinion.
Massimo Vannini as described in the Candidate Feedback is a very suitable person for Team Working and
for promoting new projects, said in few words, this is the employer Mr. Kinvig needs for future changes.
We have asked Mr Kinvig to answer some questions:
How much the Self Awareness can help a candidate in a job research?
It can be helpful during the interview very much, if I had done it some years ago it could have been very
important for my presentation. It gives more awareness about yourself and your skills.
How do you think the Self Awareness can help a candidate, or an employee working within a firm?
It depends on the level of the candidate. Mostly for first interviews it helps very much since it gives
guidelines, for replacement or personnel management it can help employees to know hidden qualities.
How do you think the Self Awareness can help the Employer?
It can be very useful for hiring new candidates, we had a case in the past when it could be very useful for
the selection.
The firm should be very open-minded and appreciate the philosophy of the Soft skills. I think that, mostly
in young enterprises, it can be very helpful for managing well an interview.
How much do you think soft skills are useful and valuable for the Personnel Management?
They are really useful, since they are something difficult to identify during an interview , but they show up
when a person is already involved in the enterprise.
May your enterprise receive benefit from the use of this platform?
Yes, at least partially. We want to work on two apprentices since they can be replaced soon
exploitation plan).
74
Diagnostic Tools.
Describing the case
What the Self Awareness means for FORSAS
Being Partner of the Daiss project is allowing Forsas to enter a more broaden culture as for Soft Skills,
coaching and Employability.
Before the project Forsas had a very limited concept of soft skills and no concrete idea of the potentialities
laying behind tools like the Self Awareness is.
After the experience as Daiss partner Forsas has discovered a new way of approaching the employability
service, a new way to introduce a candidate to an Employer, a new product to propose to its clients, a new
service to include in its Funded Projects.
The Forsas staff became more and more confident in managing the platform, as related to its own account
and the Clients organizations accounts, how to use the Dashboards, the settings and also how to present the
tool to the users, both individuals and organizations.
This new culture, coupled with the confidence in using the tool will allow Forsas to include the Self
Awareness sessions in its training courses for Enterprises. We esteemed that the Self Awareness could be
included as initial training of 2 or 4 hours in all the courses.
It can be proposed for all the range of courses we deal with since it gives an horizontal report of each
participant, and it is useful both for the trainer to know his class and for the participants self to know their
working style (candidate feedback) and also their learning styles( if the other available Reports will be
generated).
The use of Self Awareness will ensure Forsas to be more appealing and competitive in the local context and
also at national level since this represent an opportunity to best cooperate with its partners that are based out
of Genova.
Finally Forsas will work with a new branch of activity offering the Competences Balance service at
Employment agencies private or public in the area of Genova.

prove
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2. Widespread awareness of the product/processes amongst key EU networks


of the project

for Case describing
- the benefits (short term and long term) that your organization and you personally

Describing the case
A new culture, a new product
The benefit proceeding from this project is really valuable due to the fact that the main idea and work spirit
came from a different country.
As for services and job culture we are sure that Great Britain can be considered a good ally, a trustworthy
partner on which to rely for new initiatives.
What was mainly transferred during the life of this project was an open mind and approach to the world of
job and to the employability services. The enthusiasm with which the culture of Soft Skills was presented
and transferred was also a good element ensuring positive results.
Speaking in short term Forsas is benefiting from the alliance with the UK leader partner Apricot, the
Bulgarian Partner Industry Watch Group Ltd and the Italian partner ASEV for the proposal of new projects.
More precisely the opportunity of exploiting the Daiss project has been identified in the continuation of the
cooperation with Apricot. The license agreement for the use of the Self Awareness has been taken into
account for the use of the platform in 2014.
76
Annex 4 Case study Industry Watch Group Ltd

(DAISS)
Organization name: Industry Watch Group Ltd
Name and position of person/s Assenka Hristova, Managing partner

that filled cases:
Short instructions: in the table below you could find some information regards case describing. There are 6
different parts that need to be proved by examples and real cases from each partner. There are described
statements that need be proved and short instructions regard describing of cases are given in each part.
Instructions are preliminary so please, have in mind what we should prove. Please, describe as much
examples you experienced during the project as it is possible each your example helps to prove impact of
the Project. Categorization of your narratives helps us to find some valuable tendencies, citation to prove
authenticity.
Filled narratives please save in DropBox WP6 Evaluation folder Case Studies by the 10th of August the
latest. Thank you in advance. If you have any question you are more than welcome to email me
tubutiene@gmail.com.
Thank you in advance!

prove
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Describing the case
1. Case Study: Plovdiv Municipality is the second largest local administration in Bulgaria, after
Sofia. It is a co-organized of one Job Fair events (together with the Maritza Municipality), at which
event we presented the DAISS tool. We had short talk with mayor Ivan Totev and then extensive
discussion with deputy mayor Stefan Stoyanov. Mr Stoyanov expressed strong interest in testing the
job matching services and he suggested a real-life case. At that time to municipality was trying fill
an open job position director of one of the municipal companies. Mr Stoyanov was in charge of
appointing the new director. He had already identified a number of candidates, who at that time had
not yet attended an interview. Mr Stoaynov asked if he might use the DAISS diagnostic at the
interviews, and although we could not send a consultant at the specific date, we agreed and created
the candidates group Plovdiv Cityhall on 11/10/2012. There were 6 candidates who ran the self-
awareness diagnostic (out of 14 registered) in that group (without IWG consultant). Then the deputy
mayor Stoyanov ran a role test for the job position of the director of municipal company (on
27/11/2012). Then we conducted job matching between the candidate group Plovdiv Cityhall and
the role profile of director. Of the 6 candidates who had run the test we had one best fit, 4 good fit,
and one some fit. We presented the results to the deputy mayor who expressed with surprise that the
best-fit candidate coincided with his favorite. We then explained in detail the results of the rest of the
candidates. To our best knowledge the best-fit candidate was then appointed a director of the
municipal company.
2. Case Study: Yavlena is currently one of the largest real estate agencies in Bulgaria. With its nation-
wide network of solely owned offices the company attends to its clients throughout the entire
country. For the quality of its services Yavlena relies on over 150 professionals. The HR officer of
the company Ms Denitsa Georgieva contacted us before one of their group interviews for an admin
job opening. We presented briefly the diagnostic, and let the Ms Georgieva run a job role test. The
test was conducted on 09/05/2013 for the position of Office Administrator. Meanwhile we created
a candidates group Yavlena and let Ms Georgieva conduct the diagnostic during their group
interview (IWG consultant not being present). There we 8 registrations for the candidate test. Ms
Georgieva then asked to perform job match with 2 of the candidates in the group, selected by her.
Both of the candidates were with some fit. We ran the job matching with the two candidates and
submitted the results to Ms Georgieva.
prove
Countries.

78
DAISS project
Describing the case
1. Institute for Market Economics (IME) is the oldest and the most prominent iindependent economic
policy think tank in Bulgaria. We have long-term collaboration with IWG and have worked together on
variety of projects during last 9 years. As IME has large internship program for providing short-term
employment for students in Economics, its management was very interested to test the DAISS tool. The pilot
involved IMEs key staff and after the piloting they declared their interest for future cooperation provided
that the financial terms of use are acceptable for their budget.
2. Polycar Ltd is an auto service center, based in Sofia. We contacted this company aiming at diversifying
the scope of employers and of individuals that were put through testing, including people with very different
educational background and skills-sets. As our scopes of activities are very different, this was a new
collaboration for us. The pilot involved most of companys workers and contributed to finding a solution for
a long-term problem related to organization of the work and personnel management in the company. The
company declared its strong interest in future use of the tool, but as it is rather small and the staff turnover
rate is low, they are more interested in using the Diagnostic tool on per case basis, rather than subscribing
for multiple services.
3. FINSI Ltd is an accounting and financial consultancy, based in Plovdiv. The company has a substantial
base of subscribers companies, which used to reach about 240 in the pre-recession years (before 2009). The
staff of the company is about 20 professionals with a constant intern program and a typical job turnover of 1-
2 employees per annum. We contacted them via their biggest client Sienit Holding, who recommended them
as a B2B marketing vehicle. The executive director of the company was directly involved in the process of
testing self-diagnostic and job matching tools. He expressed his interest in using the tool in the future, asked
for prices, and suggested recommending to tool to his clients.
4. Carrefour Bulgaria is a local branch of the Europes #1 chain of supermarkets. It has 9 hypermarkets
and 11 supermarkets in Bulgaria, employing more than 1,100 employees. We contacted their HR department
and offered them to test the DAISS tool. Their HR manager participated in the Pilot and confirmed their
general interest in using such a tool. The issue with Carrefour is that as a typical large employer it uses
package services of a certain HR agency and is not very keen to diversify the HR service providers. One
possible approach for future cooperation is to collaborate with their HR agency.
5. Chorus Ltd is a small accounting company experiencing a significant personnel turnover rate. We have
long-term collaboration with them, as they provide book-keeping services to us. The piloting approach
involved creation of a job position followed by job matching using the already created rich database with
79
candidates. At the beginning the companys manager was very skeptical regarding the Diagnostic tool and
rather unwilling to cooperate, but following the job-matching he was so impressed that he asked to test his
staff members.
6. Plovdiv Municipality is the second biggest local administration in Bulgaria (after capital Sofia). The runs
a number of municipal companies, for one of which the mayor was about to appoint a director when we
introduced the DAISS tool to them. (Please see case study 1.) We have worked closely with both mayor and
deputy mayor (economic development) to introduce the tools to them, after we got involved in the Job Fair
2012 an event which was co-hosted by Plovdiv Municipality.
7. Unicredit Bulbank is the biggest Bulgarian bank with assets exceeding EUR 6 billion. The bank has over
3,800 employees and 230 branches servicing over 1.3 million customers.
Following our active campaign promoting the DAISS tool, we were contacted by the banks HR department.
They were searching for a tool that would allow them to eliminate automatically significant part of the job
applicants. Their problem is that for 1 vacancy they receive thousands of applications. Their intended model
is to give the candidates a link to a tool to test themselves online and the system automatically to eliminate
non-applicable candidates. IWG team explained the characteristics of the DAISS tool and we agreed to
include them in the Pilot2, with a preliminary agreement to have follow-up conversations to see whether the
system is useful for their purposes and whether we could negotiate a subscription package for future use.
Following their involvement in Pilot 2, the Unicredit Bulbank HR department declared the bank interest to
purchase a long-term subscription for the SelfAwareness Diagnostic tool and to use it mainly in relation to
their programs for carrier development, in the outplacement process, as well as for selection of personnel and
distribution of tasks for certain internal projects.
8. Atik Ltd is a wholesale company based in Plovdiv, the second largest Bulgarian city. We contacted them
with proposal to participate in Pilot 2, trying to diversify the scope of the companies and employees
involved. We set up a meeting with the company managers and after our presentation of the project and the
tool, they agreed to test the tool. They asked to test their existing personnel, and they were more interested in
reading/using their staff personal reports than in using the job-matching functionality of the tool.
9. Arlet is a popular/fashionable hairdressing studio in Plovdiv. The owner was very interested to test the
DAISS tool for its current employees. Following its involvement in Pilot 2, she evaluated the tool as
potentially beneficial for coping with the high personnel turnover rate and to use it provided that the price of
the service is low.
10. Yavlena is one of the biggest real estate companies in Bulgaria. The HR manager of the company
contacted IWG and asked to test the DAISS tool for real recruitment situation, as part of job interviews. The
piloting approach used in this case included instructing the companys HR manager and helping her to test
the system as individual, assisting the employer to create a job profile, setting accounts and testing the job
applicants, performing job matching. Following our job matching, the company selected one of the suggested
candidates and offered second interview. Having their feedback we consider them as a prospective future
client.
11. Sienit Holding is one of the biggest construction companies in Bulgaria. The company also develops a
number of industrial zones home of multinational producers. As one of our long-term clients Sienit has
expressed interest in testing the diagnostic, particularly among the middle skillset staff. We are not aware of
any HR company that services them on a regular basis (although the size of the company might suggest so).
80
We believe they are good target for a subscription contract.
12. Public Policies Watchdog Forum Foundation is a small NGO based in Sofia, quite active in the area of
education policy reform, as well as in social inclusion and personal development of children and youngsters
from vulnerable and marginalized groups. IWG collaborates actively with them on different projects. We
invite them to participate in Pilot 2 and to evaluate the DAISS tool, considering the fact that they are very
active member of different initiatives related to education and social inclusion and could promote the tool
among educational institutions/VET providers. Following piloting, Forum Foundation became a commited
promoter of the DAISS tool and connected us with the National Institute for Training and Qualification in
Education System. The later participated in Pilot 2 as well and expressed its readiness to explore the
possibilities for future incorporation of the Selfawareness System within school management systems and
qualification process.
Bulgarian economys slow reaction to the global crisis resulted in a prolonged stagnation of investments and
a substantial loss of jobs in 2009-2012. Macroeconomic variables are just starting to reflect businesss
adaption to new global environment. Latest data supports slight optimism however not confirmative for a
near exit of the stagnation. Those are sings coming from the private sector, which has been better orienting in
the new market environment.
Bulgarian economy has lost some 430,000 jobs since the beginning of the crisis. That is 1/8 of the total
employment in 2008. In the last year however we have not registered a substantial reduction of employment
which stays at about 2.9 million jobs. Indeed employment decline was most substantial in the period from
mid-2009 to end-2011.
Latest available data is till March 2013, which shows that annual average change of employment was close
to 0%. One could treat this all as good news and probably a basis for growth expectations, but that must be
first supported by other signs of stabilization.
According to GDP data, real economic growth was 0.6% in the 12 months to March. That slow dynamics is
due particularly to the fixed-capital investment stagnation. Still investments accelerated somehow in the past
two quarters. Now the nominal volume of investments is 30% lower than its pre-crisis level but we have to
recognize that their volume stabilized in 2012, just like employment.
Economic growth would require recovery of FDI, for which there are no signs at the moment. Latest data
point at FDI stagnation at the level of approximately one billion euro annually. This is also confirmed by the
capital flows via the banking system, which for the past 12 months are even negative (i.e. there is a net
capital outflow).
Recovery, if there is such at all, is particularly fragile. The positive data quoted here might give rise to a
moderate optimism, however one has to keep in mind that economy is still stagnating and there are not
enough signs that point at fast and sustainable growth.
Increase of foreign investments is an important prerequisite for the bank credit to the business sector to
recover. Meanwhile, the current state of the banking system allows for quick expansion of the business credit
where there is enough equity among entrepreneurs.
81

Our Employer engagement strategy consisted of:
Identification of target employers during Pilot 1&2 we tried to identify employers of different size
and different sectors, who could be considered potential clients, or have currently open job position
in order to test the tool in real recruitment situation. Also, we tried to include employers that could
complement (not duplicate) the attitute of employers included in Pilot1.
Direct contacts with employers - we prefered to use telefone conversations to approach them
initially and this proved to be more effective and time-saving approach.
We set-up initial personal meetings with those employers that requested detailed presentation of the
project and the tool, or those that were rather sceptical regarding such a tool.
When needed (with the large employers involved) we provided special instructions to the companys
HR manager.
Following initial presentations and instructions, we organized pilot meetings/events with the
employers in their premises in Sofia and Plovdiv.
In the process of testing the tool with employers we decided to give employers the following
options:
- to use the already created database with candidates in order to complete the job-matching;
- to test their existing employees and to perform job matching only with their staff. In this case the piloting
process was divided into two stages first we tested the employees, then we helped the employer to create a
job profile(s) and performed job-matching. Most of the employers preferred this option.
- to test the tool in real recruitment situation with real candidates for given job position 2 employers asked
us to job match candidates within current job recruitments.
We asked them to fill the evaluation questionnaires immediately after the tests in order to reflect
their recent impressions and to avoid postponement/ rejection of providing feedback.
Main results Number of employers that tested the tool

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Number of employers that tested the tool 12
Size of companies:
- 3 large companies
- 9 SMEs
Feedback
1/ Soft skills seem to be of significant importance for Bulgarian employers. Although they might need some
guidance to articulate their needs and the soft skills importance, employers tend to recognize the need of
such diagnostics;
2/ From the feedback received from the employers participating in Pilots 1&2 and in conversations with
IWG team following piloting, almost all employers confirmed that they are willing to use such diagnostics in
recruitment process, provided that it is accessible at reasonable cost per job position.
3/ Apart from recruitment process, the larger employers, participating in Pilots 1&2 declared their
willingness to use the SelfAwareness diagnostics for other HR purposes mainly in relation to their
programs for carrier development, in the outplacement process, as well as for selection of personnel and
distribution of tasks for certain internal projects
4/ The overall assessment to the job matching procedure is rather excellent, although the initial reaction of
almost all employers to the footprint was rather sceptical. When completing the job footrint, all of them
commented that they do not like the limited choices and the fact that the available options seems to repeat all
the time. But after generating the job reports, allmost all of the comments reflected their great satisfaction
with the report. Overall, the reports are evaluated as very correct.
5/ The most liked features of the DAISS tool are the convinient use and realistic assessment of the
employees, time-saving potential related to recruitment procedures,
6/ The greatest benefits of the DAISS Tool identified by the employers are attributed to its potential to save
time and costs for finding employee, as well as to possible contribution to better productivity.
Main conclusions

Section 6: Recommendations
The DAISS tool is very well accepted by all the target groups in Bulgaria. Moreover, there is a clear market
potential within all 3 segments candidates, employers and VET institutions, provided that we manage to
offer them reasonable and adequate prices. Pricing seems to be the trickiest issue in future marketing of the
tool, as reactions of all target groups clearly indicate that they could be easily convinced in its benefit once
they test it.
Soft skills seem to be of significant importance for employers and although there is no consistent practice in
using specialized tools for diagnostics in the recruitment process, they tend to recognize the benefits of such
diagnostics in terms of time and cost saving for finding the most appropriate employee.
Most of the employers define as area for improvement of DAISS tool the expansion of the options for
definition of work roles.
Another obvious area for improvement is related to the need for better explanation of time factor in the test
83
instructions, as our experience shows that some candidates and employers have run the tests too quickly
(may be thinking that the speed is part of the assessment). In some cases this led to non-satisfying or invalid
reports and unfavorable first impression of the tool.
Issue to consider:
1/Pricing seems to be a critical issue for the future use of SelfAwareness diagnostics from Bulgarian
employers, especially SMEs. It is very realistic to expect that a significant part of them could consider the
expenses for such a diagnostics as unnecessary.
2/ Some concerns among the employers have been evident with respect to the overall ease of administration
of the system and the registration process.

Describing the case
Polycar Ltd is an auto service center that had some serious HR management issues. The company has two
managing partners and both of them have rather different approaches in human resource management.
Moreover, there was some tension between one of the managers and part of the staff. As they were trying to
identify the reasons and to come to some solution (including restructuring and firing of some of the un-
appropriate workers), we managed to convince them that the Diagnostic tool could help.
We started our collaboration with personal interviews with both managers and with some of the employees
in order to get notion for the nature of the problem from the employers and employees point of view. We
offered to test the employees and then both managers to create separately the same job positions in order to
see whether there were some differences in their (as employers) perception of the job profile for one and the
same job position. Then we performed job matching. After testing the staff and performing job matching, it
became clear that one of the managers (the problematic one) has totally different vision for the soft skills
required for the certain job position than those offered by its employees and managed to achieve rather poor
job matching within the current pool of employees soft skills. The other manager seemed to have more
realistic approach and manage to achieve excellent job matching.
Following the participation in DAISS pilot, the management undertook some restructuring of the company,
resulting in improved HR management and greater motivation of many of the employees to perform their
duties. All of them retained their jobs.
The Polycar case reveals that the DAISS tool could be successfully used for resolution of
84
disputes/problems related to organization of work within a given organization. The Diagnostic tool proved
to be very useful in identifying and utilizing the employees potential of soft skills.
exploitation plan).

Diagnostic Tools.
Describing the case
As IWG is convinced in the business potential of SelfAwareness Diagnostics in Bulgaria, we are committed
to offer such serviced on sustainable basis. Continuation and future exploitation of DAISS tool was included
in the long-term business strategy of our organization. In this respect:
1/ In order to further assess the needs and to expand the scope of employability services, based on soft skills
diagnostics, we manage to utilize an existing funding opportunity provided by the Bulgarian Human
Resource Development Program and in July 2013 we started a new project Improving Employability
Through Soft Skills Diagnostics, which is dealing with incorporation of soft skills diagnostics into VET
programs for unemployed people. Within the framework of this new project we established a partnership
with the very influential Association of Licenced VET Providers in Bulgaria.
2/ We are planning to establish a special arm within IWG to deal with the future commercialization of
DAISS tool and with provision of employability services based on soft skills diagnostics;
3/ We are exploring the opportunity to establish a special Center for information and vocational orientation,
based on potential offered by SelfAwareness Diagnostics.

prove

85
of the project

for Case describing

Describing the case
Benefits from participation in DAISS project:
- IWG team gained valuable experience in working within a multinational and multicultural
environment
- Part of IWG team (entirely comprised by economists) received special training and better
understanding of Psychometric Diagnostics, which together with the practical experience gained
in soft skills diagnostics is valuable not only with respect to further exploitation of the project
results, but with respect to our primary analytical work devoted to labour market developments.
- IWG is enhancing its product and service portfolio, and improving its marketing potential by
sharing experience with international partners
- IWG is gaining a stakeholder role in Bulgaria in the field of policy advocacy and business
consulting in the field of education and training.
86
Annex 5 Case study Hellenic Regional Development Center

(DAISS)
Organization name: Hellenic Regional Development Center
Name and position of person/s Elena Andreas

that filled cases:

Describing the case
Employment facts: eleven jobs were fulfilled.
History: collaboration with companies was established during the course of DAISS project.
Companies: selected companies were involved on the platform
Wide selection of economical activities fields: ranged from goods and services, to pharmaceutical and
supermarket, cafe, travel agency.
Employment preconditions: candidates were found for both temporary and full-time jobs.
Collaboration with the companies: the personal contact was developed in view of collaboration for DAISS
project and for testing the tool. Companies stay in touch with HRDC for training opportunities as well as
participation in local events.
87
labour markets of the participating Countries.

DAISS project
Describing the case
VET& Employers collaboration has been established with VET institutions: INTOUCH Louis Haratsis,
National College and individual VET trainers Apergi Electra, Finifa Efi ,Aggeliki Samari. In Greece VET
trainers have a personal interest and involvement in the tool testing and further use. VET institutions had a
greater involvement since the self awareness diagnostics was performed by their students. The VET trainers
personal involvement is key to further promoting the tool at educational, institutional and commercial market
level.

Personal contact has been used followed by meetings face to face to engage employers.
The collaboration was formalized during the Agency-employer meetings.
We have used the project brochure and provided verbally the information, answered to questions, and
provided the following process steps.
Main results

Twelve employers have tested and recruited personnel through the tool.
All companies involved are SMEs.
88
The evaluation questionnaires have provided several suggestions from employers:
Jobs overview:
Agreement
Job title Job type Start date type
Technical Admin n.a.
support Operative 1/4/2013 Permanent
Food Quality Admin n.a.
Manager Operative 25/3/2013 Permanent
Admin n.a.
Casheer Operative 25/3/2013 Permanent
Admin
Assistant Operative 1/4/2013 Temporary 31/10/2013
Admin
Event Organizer Operative 3/6/2013 Temporary 31/7/2013
Admin
Botanic Operative 1/5/2013 Temporary 1/11/2013
Secretary (Front Front Line
Office) Operative 16/8/2013 Temporary 16/10/2013
Front Line
Caf employee Operative 1/6/2013 Permanent n.a.
Admin
Nurse Operative 1/6/2013 Permanent n.a.
Admin
Sales person Operative 3/6/2013 Permanent n.a.
Admin
Tour Guide Operative 1/6/2013 Temporary 30/9/2013
Admin
Botanic Operative 1/5/2013 Temporary 1/11/2013
89
Main conclusions

Positive points:
The user interface for Administrator and VET Trainers.

The reporting format.
Points of improvement:
To simplify the users password retrieval procedure.

To change the end-users interface.
Lessons learned:
How to approach stakeholders in communication, advertising tools that work keeping in touch via online
media, the context and local factors effects on project impact at local level.

Describing the case
- For Greek SMEs with no human resource department, the impact is very high, due to the fact that the
Diagnostic tool facilitates the entire process from posting the job to fulfilling the job position with
the most suitable person.
- HRDC has received feedback from companies wishing to better indentify suitable work roles and
relevant career development opportunities for employees.
- HRDC received information employers wish to re-apply similar to the conducted pilot the
selfawareness diagnostic tool to receive concrete information during the recruitment process.
- HRDC has consulted a wide range of stakeholders large companies being interested to offer the tool
as free source under their employment and career development programme.
90
exploitation plan).

Diagnostic Tools.
Describing the case
- Increased self-awareness of soft skills of employees inside the organization, new recruits
- Increased focus on the employment topic
- Increased capability of staff to provide support to projects focused on job matching, recruitment and
retention
- Increased participation of our organization in the local environment promoting innovative practices
in the field of employment

prove


of the project

for Case describing

91
Describing the case
- Our organization is involved in activities for local development and would benefit to promote
employment at local and regional level
- Main benefits: building a stronger interconnectivity between European countries, establishing long-
term collaboration for future development of project within the Human resources and employment
area, increase personal skills of organizations through the exchange of best practices.
To propose a common sustainability programme for continuous promotion of the selfawareness tool beyond
the project lifetime.
92
Annex 6 Case study IPA SA Romania

(DAISS)
Organization name: IPA SA Romania
Name and position of person/s Mariana Bistran, Research Scientist, Eng.,

that filled cases:
Gheorghe Mincu Sandulescu, University Professor Dr.

Describing the case
1. Greater success in retaining or gaining suitable employment:
P7 / IPA SA has tested the DAISS System on:
Pilot 1: 34 people , soft skills identification
Pilot 2: 48 people, soft skills identification
Pilot 2: 4 tests for the proof of the compliance with the 4 types of jobs:
- A. Driver, (2 persons tested, with very good compliance),
- B. Business manager, (5 persons tested, low level of compliance)
- C. Technician for RES / Renewable Energies Sources (5 persons tested: 2 Best fit, 1 Good fit, 2
Some Fit)
- D. Electronics (18 persons tested: 8 Best Fit, 8 Good Fit, 2 Some Fit).
The comparing of the results with the other info about the people, the tests have revealed the good
responses.
93
See to point 3.
All the people with the qualification of the type Best Fit, and which work in the respective field of tests,
are surely retained for the respective job.
Conclusions:
The tests and scenarios have demonstrated the positive power of the DAISS / DISC based system.
Countries.
DAISS project
Describing the case
1. New collaborations between VET and the world of work/ employers.
- Politehnica University Bucharest: 2 persons

- SIAT SA Bucharest: 5 persons
- DAEDALUS Bucharest: 5 persons
- IPA SA Bucharest: 8 persons
- PMConcept: 1 person,
- PROCONS SRL: 1 person,
- UEB / ECOLOGY UNIVERSITY: 12 persons.
- ITC: 1 people
Pilot 2: 48 people, soft skills identification:
- COLLEGIUM OF ELECTRONICS & TELECOMMUNUICATIONS Bucharest: 25 persons

- BUCHAREST UNIVERSITY, Info Mathematics, Bucharest: 23 persons.
Pilot 2: 4 tests for the proof of compliance with 4 types of jobs:
A. Driver, (2 persons tested, with very good compliance),
IPA SA: 1 person
94
SIAT: 1 person
B. Business manager, (5 persons tested, low level of compliance)
SIAT: 2 persons
ITC : 1 person
UEB: 1 person
UPB: 1 person
C. Technician for RES / Renewable Energies Sources (5 persons tested: 2 Best fit, 1 Good fit, 2 Some
Fit)
SIAT: 1 person
IPA SA: 3 person
ITC: 1 person
D. Electronics (18 persons tested: 8 Best Fit, 8 Good Fit, 2 Some Fit).
IPA SA: 7 person
SIAT: 6 persons
UPB: 2 persons
PROCONS: 1 person
DAEDALUS: 3 persons.
2.The existing methodology have been adapted for application in the different labour markets of the
participating Countries.
The methodology was applied by the travelling to the respective working places of each entity.
After the short explanations to the individuals, subjects of the tests, the existing methodology was
successfully used.
3.Enhanced networks of VET providers and stakeholders within each participating country with
improved appreciation of employers expectations of skills requirements, including soft skills
The virtual network includes:
Politehnica University Bucharest,
University of Bucharest,
Ecological University of Bucharest,
PMConsulting,
Collegium of Electronics & Telecommunications Bucharest,
95
Daedalus company of selection for jobs.
The analyse of the appreciation, after collecting the questionnaires, indicated a medium +
appreciation.
4.Greater cooperation between VET and the world of work.
The greater cooperation between VET and the world of work is denoted by the implication of the both
categories:
VET and
World of work:
VET generators and users:

- ECOLOGY UNIVERSITY: 12 persons.
World of Work:

5. How much employers contacted and made aware of the DAISS project
- The number of the tested people: 83 persons

- The supplementary number of people which are processed with the view of the awareness
creation: over 500 persons
- Total: over 600 persons

96
Initial approach:
e-mail, telephone, both,
but especially multiple door by door direct travels and direct door by door actions .
Formalising the collaboration with employers (e.g. kick off meetings, Cooperation Form).
Door by door actions, was proof as the efficient procedure.
Meetings after door by door actions.
- Initial presentations and clarifications.
- support material developed and distributed,
- contents tested,
- the collecting of the questionnaires at the meeting places,
- presentations and clarifications on the way of tests achievement,
- after the meetings the evaluation of the questionnaires,
Main results

Main results

Over 83
Large:

- ECOLOGY UNIVERSITY: 12 persons.
SMEs:

The tested people have completed the questionnaires.
97
To the results of questionnaires is applied one rigorous statistic with the notation calculus.
The results indicate: 434 results, denoted by the following emails address list. TOTAL: over
500 persons.
Main conclusions

Main conclusions

The DAISS system based on the DISC theory and procedures permits:
- the improvement of the selection of the people for the specified jobs,
- the self-knowing of the own behavior of each candidate and the applying of measures for the
behavior optimization,
- the growing of the level of trust of the employers at the candidate selection,
- the improving of the selection of the right people for the right place,
- improved social compliance.
- The needs of the more connectivity with the tested people,
- The needs of simplifications of access to the tests.
- The needs that in some countries the tests to be achieved free of charge.
- The DAISS system, based on the DISC theory and procedures, is one usefully tool.
- The majority of the local employers are relative scarce in the consuming money and time with
this system.
- The importance of system grows with time and competition growing.
- The system is in competition with other systems used by the big multinational companies.

Describing the case
98
1. Improved processes for supporting career progression, succession planning and talent management in
companies.

- UEB / ECOLOGY UNIVERSITY: 12 persons.
- ITC: 1 people
Pilot 2: 48 people, soft skills identification:

IPA SA: 1 person
SIAT: 1 person
SIAT: 2 persons
ITC : 1 person
UEB: 1 person
UPB: 1 person
Fit)
SIAT: 1 person
IPA SA: 3 person
ITC: 1 person
IPA SA: 7 person
SIAT: 6 persons
UPB: 2 persons
PROCONS: 1 person
99
The Pilot 2: 4 tests for the proof of compliance with 4 types of jobs has indicated that:
The persons more compliant with the respective jobs are really the people which correspond
better at the respective job.
The persons which do not comply with the job are rejected by the tests.
The DAISS system based on the DISC theory and procedures has proved the possibilities to improve
the trust in the DAISS based candidates selection.
2. An enhanced methodology for capturing the importance of soft skills to employers and of taking
these into account efficiently at recruitment, career and job transmission points
The enhanced methodology is demonstrated by the following scenarios:
The Pilot 2: 4 tests for the proof of compliance with 4 types of jobs has indicated that:
The persons more compliant with the respective jobs are really the people which correspond
better at the respective job.
The persons which do not comply with the job are rejected by the tests.
The DAISS system based on the DISC theory and procedures has proved the possibilities to improve
the trust in the DAISS based candidates selection.
exploitation plan).

100
Diagnostic Tools.
Describing the case
1. New and improved approaches to supporting employability and workplace retention.
IPA SA: 1 person
SIAT: 1 person
SIAT: 2 persons
ITC : 1 person
UEB: 1 person
UPB: 1 person
Fit)
SIAT: 1 person
IPA SA: 3 person
ITC: 1 person
IPA SA: 7 person
SIAT: 6 persons
UPB: 2 persons
PROCONS: 1 person
The IPA SA people denoted to be compliant with the electronic position, really comply with this
qualification.
2. Practices for effective advice, guidance and coaching for employability embedded in VET. The
101
number of local, regional and national employability programmes utilising the job matching
diagnostic in each of the countries involved in the consortium and in other countries (as a result of the
exploitation plan).
The action / project has generated:
- Increased self-awareness of soft skills of employees inside the organization, new recruits
- Increased focus on the employment topic
- Increased capability of staff to provide support to projects focused on job matching,
recruitment and retention
- Increased participation of our organization in the local environment promoting innovative
practices in the field of employment.
Considering the pilots performed during the execution of the project, we were able to understand the
importance of the SelfAwareness tool regarding workplace retention and employment hiring.
Through the tests performed by IPA SA and with other companies showed the possible advantages
brought by the SelfAwareness tool, regarding the importance of the soft-skills on the work
environment.
4. A sense of ownership and involvement. Partners will have experienced the benefits of the approach and
will be confident users and advocates within their
For what weve concluded from the pilots performed in Romania , the difficulties found in the process
were related to the interest/availability from the employers in using this tool although they were
interested in participating, there was a deep reluctance for paying to use this tool.
For what weve learned, the major opportunity can come from schools, universities and training
centers, offering them a new service for them to apply with their students/trainees, making them think
about their work style, and what they do best from a professional perspective.

prove


of the project

for Case describing

102
Describing the case
1. Broader EU networks.
- Our organization is involved in activities for local development and would benefit to promote
employment at local and regional level
- Main benefits:
o building a stronger interconnectivity between European countries,
o establishing long-term collaboration for future development of project within the Human
resources and employment area,
o increase personal skills of organizations through the exchange of best practices.
Yes. The aspect is denoted by the leaflet emails sent to entities / persons from other EU countries.
3. Extension of the geographical pilot to all EU member states to support personalised learning
for employability
Yes. The aspect is denoted by the leaflet emails sent to entities / persons from other EU countries.
4. Sustained transnational partnerships for exploiting the results and deliverables of the project
The transnational partnerships for exploiting the results and deliverables of the project is sustained by
many ways such as:
1.
- The presentation of important papers at the European Conferences:
E_COMM_LINE_2012: Inside the Soft Skills Systems

E_COMM_LINE_2013: The DAISS, DISC based, systems for the soft skills identification.
2. The proposals of the new projects in the fields.
3. The continuous dissemination and awareness creation.
4. The potential delivery of the DAISS system, under the free of charge payment.
5. The potential using in the IPA SA actions of recruiting.

103
Annex 7 Case Study Sociedade Portuguesa de Inovao, C.E.F.I., S.A.

(DAISS)
Organization name: Sociedade Portuguesa de Inovao, C.E.F.I., S.A.
Name and position of person/s Francisco Rocha

that filled cases:

prove
Describing the case
104
1. Case Study SPI Ventures is a SME company created by SPI, but having an autonomous working
capacity. Its objective is related to helping creating new businesses identifying and selecting
emerging opportunities that could be interesting for the client. Working on the services sector, SPI
Ventures focuses on the intellectual capital of its employees to obtain success in their activities. The
test was performed to gather information about the working styles of possible employees to hire.
This test was performed to 3 Portuguese and 2 Brazilian candidates, hoping to better understand the
profile of the workers. This test was used as a complementary stage of the recruitment process, not
influencing directly the hiring decision. There were a total of 5 registrations on the DAISS platform
regarding these candidates. SPI Ventures used the test to better understand the working style, ending
up not to use the Job Matching tool, as it didnt perform the job vacancy test. Although this
characteristic was not tested, the recruiter from the company was very satisfied with the result, being
able to obtain added information about the candidates, especially when it comes to the Brazilian
ones, which the company didnt have any personal contact. Finally, the test was performed with the
recruiter from SPI Ventures, as well as a person from SPI associated with the DAISS project
(excluding the 2 Brazilian tests, which were made online).
2. Case Study SPI is a SME company placed in Portugal, which offers consultancy services to
companies and other institutions. Although SPI takes part of the DAISS partnership, the recruitment
departments from the company thought it would be interesting to use the tool to help them evaluate
the soft-skills of the job candidates. The test was performed to 2 candidates from the Coimbras
office, through an online presentation, giving them instructions on how to execute the test. This
experience was very important to the hiring process in Coimbras office, as well as the team
structure adopted through the evaluation of the candidates soft-skills. Both the candidates that
executed the test are now in SPIs team of consultants.
prove
Countries.

DAISS project
Describing the case
105
1. WebLevel WebLevel is a small Information Technology company that performs a B2B service.
WebLevel helps other companies to embody new technological information programs, supporting
the organizations to be effective in their technological activity. SPI and WebLevel have been
partners for more than 10 years, exchanging services between them, as well as supporting SPIs
technological activities. The objective of engaging the test with WebLevel was to help them to
pursue future tests with their employees, exploring their working styles and forming more effective
working teams. Two tests were performed by a representative of the WebLevel, regarding the job
vacancy test, as well as the candidate test. This allowed the company to have a much wider view of
the tools capabilities, as well as understanding the functionalities that it offers. The representative
showed that he was very satisfied with the tools capabilities, referring that if it was available in
Portugal, they would be interested in using it, as it is a valuable asset to companies, especially
regarding the hiring process.
2. Cobaburg Cobaburg is a SME of the Industry sector, more specifically of the furniture economic
sector. It currently employs 24 people, having its headquarters in Paos de Ferreira, a northern
region in Portugal. SPI had a previous contact with Cobaburg in 2011, having performed a single
project work with them. Cobaburgs hiring process usually relies on direct knowledge about the
workers, or through internships. The test was performed to a responsible from the company,
although the person that helps in the recruitment process wasnt able to attend the meeting. The
recruiter seemed very satisfied with the report that the diagnostic tool presented, however he told us
that the company wasnt hiring anyone at the moment. The interesting aspect of testing the tool with
this company is related to the highly different educational level of its workers, as some of them have
very low levels, especially because they are inserted in the industry sector. Regarding the use of the
tool if this was available in Portugal, the employer told us that they would be interested in using it to
medium/higher hierarchical levels, always depending on the price theyve had to pay for it.
3. Plotterzone Plotterzone is a SME of commerce and services sector, selling printers and other
technical components of the area. This company was contacted due to a service provided by SPI in
2011. This contact was made with the objective of obtaining know-how about SME of the service
sector, and their hiring processes. The company nowadays employs a total of 4 workers, specialized
in their working areas. Their recruitment process relies only on direct knowledge of workers, and
they showed interest on using the tool if this was available in Portugal. The company showed interest
in the collaboration of universities/training centres and companies, having the possibility of
presenting the job offers to a wider public.
4. CITEVE CITEVE is a Technological Centre from the Textile and Clothing sector, which provides
a wide range of activities, including training. CITEVE and SPI have been collaborating for a long
time, participating in several projects together. The objective of this collaboration was to gather
candidates and VET providers and testing the tool together, showing the results and disseminating
the project and the SelfAwareness diagnostic. Also, it provided an opportunity of showing a different
method of collaboration between the employers and training centers, although there wasnt any real
contact between them through the SelfAwareness platform.
5. Escola Profissional de Fo Escola Profissional de Fo is a professional school located in
Esposende, which offers educational services for students aged between 14 and 21 years old. This
was the first time SPI had contact with this institution, being extremely valuable in that sense for
future training programs. There was an initial contact with one of the trainers from the institution,
where there was presented the diagnostic tool, as well as an example test so the trainer could better
understand the type of evaluation made in the SelfAwareness tool. After this, a session was held with
two separate classes of students and their teachers, where the tool was explained and tested with
them. Through the feedback obtain from the students and teachers, we noted an added interest in
integrating this tool on their services, especially if there were partnerships with employers, which
could help their students obtain a job after finishing their studies.
Impact:
Around 35 employers were aware of the SelfAwareness tool and of the projects activities;
Around 40 trainers were aware of the SelfAwareness tool and of the projects activities;
Around 100 candidates/students were aware of the SelfAwareness tool and of the projects activities.
106
The European crisis that appeared in 2008 brought a big number of difficulties to several developed
countries, including Portugal. In the last two years, Portugal has been struck with several austerity measures
that slowed down the economy, having consequences in the creation of employment. In June 2013, Portugal
registered an unemployment rate of 17,6%, being 42,1% of these youth unemployed, having values way
higher than the EU average values.
Financially, the country managed to become more stable in some points, but is still very behind from its
initial goals (after the intervention from IMF).
The intervention from the IMF is supposedly ending in 2014, although the goals established are still far from
completing, which predicts the continuity of the intervention from the EU and the application of austerity
policies.
The hiring processes are usually related to online searching of profiles, direct contacts, Professional Institutes
and Universities. Some companies have different logical or psychometrics tests used for the hiring process,
especially the international businesses.

Formalizing the collaboration with employers (e.g. kick off meetings, Cooperation Form)
The initial approach adopted in the employer engagement consisted of sending one e-mail to the possible
participants, where there was explained the objective of the project, the partnership necessary, and the
objective of the test we wanted to perform. After that, if no response was obtained in one/two weeks, we
would make a telephone contact asking about their interest in participating in the pilot test.
After the initial interest from the employers, we would suggest a meeting with the responsible(s) from the
hiring process where we could explain the objectives of the pilot test, as well as perform the test with them,
showing the variety of possibilities that the tool offers. For this process, we delivered a Cooperation Form
proving that the employers have interest in this initial collaboration.
Regarding the methodology used during the pilot tests, the supporting materials distributed were some paper
sheets explain the DISC matrix and the Cooperation Form. We were able to test all of the contents from the
SelfAwareness platform (job test, candidate test, job matching). We showed the employers the different
possibilities of the tool, particularly the creation of groups, job creation and the explanation of the dashboard.
In the first pilot, the evaluation questionnaires were done through the SurveyMonkey website, where we
would ask the participants to answer the questionnaires through the internet. For the second pilot, we used
paper sheets and delivered them to the participants this was done due to the larger number of questions
presented in the evaluation questionnaire.
107
Main results

The SelfAwareness tool was tested by a total of 5 employers, divided between the two performed pilots. All
of the companies were SME, composed between 3 to 50 employees. Regarding the feedback obtained from
the employers:
Concerning the Employers, they were asked to fill the evaluation form as well as the cooperation form. They
were useful for gathering valuable information.
Regarding the cooperation form, the additional information contained allowed us to be aware of the
employers normal hiring procedure. The employers responded that they usually hire staff by Direct
Contacts and by Internships. One of the employers said that he also searched for online profiles.
Concerning the Evaluation form, we recovered a set of important results that will be helpful in the
understanding of the tool.
The employers were male and from the age group of 20-44 years old.
Regarding the results from Q2, these are expressed in the next graphic presented. As we can conclude, there
seems to be some converging results, namely the Overall experience of the process and the Reviewing
your Short List of Candidates, where all the employers were Satisfied with the results.
About the other items of this questionnaire, it is important to note the ones that had some concerns,
although satisfied, especially the Introduction to the Dashboard. Maybe in this case, there should have
been more effort in explaining this feature. On the other cases, the employers considered that the registering
process should have been a little simpler.
Moving on to Q3, in this section the results were more scattered, being the Recruitment Process the only
common answer between the employers. The topics Process for supporting career progression and
Process for talent management were both the ones that presented the highest scores. These are the number
of responses to the following topics:
Regarding Q4, the responses where very disperse, although two employers thought that the major benefit of
the Job Matching tool would be to find workers and to improve their learning.
Concerning Q6, the employers answered that the major risk that it could exist would be that the persons
dont usually trust automatic diagnostics and that it could be seen as just another extra costs for the
companies. All the employers answered that this was the major issue regarding this diagnostic tool.
Finally, regarding the Open Response questions, some interesting opinions came out:
Q2: Please tell us about any issues you identified or concerns you have regarding the SelfAwareness
Tool
Initial complexity to create jobs
Q5: Are any other methods of diagnostics more effective than the Job Matching Tool ? Please try to
describe specific features that you find more useful for your purposes
There should be a more efficient way of creating users and jobs
Q7: What do you like most about the Job Matching Tool?
Job Report
Description of the candidates profile, and the questions to ask section
Q8: What do you like least about the Job Matching Tool?
Job Creation
Specification of the candidates in terms of its social and personal level.
Q9: If this Job Matching Tool was available today in your country, would you like to use it?
An important asset in the staff recruitment process
108
It looked interesting to me, although it would always depend of the investment involved in the whole
process
There was a perceived concern with the creation of jobs and some profiles from one of the employers, who
thought that the process couldve been simpler. As expected, the test itself and the report that is produced are
the major strengths of the Job Matching Tool. Finally, another important point highlighted by one of the
employers was the investment involved in the process, which would be a predominant point regarding the
application of the tool.
Main conclusions

The positive aspects that we were able to conclude are related to the value that the employers gave to this
tool, especially after performing the tests. From the feedback obtained, it is evident that all of the employers
feel very satisfied with the report that the SelfAwareness tool produces, being accurate and precise. The
pilots elapsed as expected, with everything occurring as planned.
Nevertheless, the major barriers found were related to the lack of availability from the employers, especially
when trying to appoint group sessions with the employees. Another negative point is related to the job offers,
since only two jobs were secured with the SelfAwareness tool.
Regarding the lessons learned we are able to conclude that the employers were very concerned about the
pricing of the service, which constituted one of the major decision points on whether or not they would use
the tool. As said before, due to the economic crisis that Portugal is facing, many SMEs dont want to waste
money on services that they do not consider crucial for their businesses.
Other important aspect concerns the registration process, as some stakeholders thought that it was confusing
at some point, as well as they would prefer to have full control of it, especially regarding the creation of
different companies.
Describing the case
109
As previously referred, SPI Ventures is a small consultancy company that helps and supports business
creation and development. Being a new company and with few employees, it still struggles in some
management issues, especially in the hiring process. With the test of the SelfAwareness tool, SPI Ventures
was able to understand the importance of soft-skills in the formation of teams and particularly in the hiring
process.
The collaboration began with a first meeting with the responsible of the company to introduce the
SelfAwareness tool and the objectives of the project, trying to understand in which ways the tool could be
more efficient to them. After this, three tests were performed with Portuguese candidates, and two with
Brazilian candidates. The ones from Brazil were performed through some online tests as an alternative for
the previous interviews that SPI Ventures associates have done before. Although SPI Ventures didnt hire
directly any of the presented candidates, the soft-skills evaluation served as another valuable way of knowing
the profile of the workers in the labor environment, aligning it with SPIs Ventures interests, as well of
showing the importance of the soft-skills in the working process.
exploitation plan).
Diagnostic Tools.
Describing the case
Considering the pilots performed during the execution of the project, we were able to understand the
importance of the SelfAwareness tool regarding workplace retention and employment hiring. Through the
tests performed on SPI and with other companies showed the possible advantages brought by the
SelfAwareness tool, regarding the importance of the soft-skills on the work environment. Internally, it is
important for the teams reorganization, as well as making a more efficient process in the work dynamic of
the company. Externally, it can be a good business model to follow, due to the different possibilities that it
offers, especially when it comes to forming a new relation between employers and VET providers. For what
weve concluded from the pilots performed in Portugal, the difficulties found in the process were related to
the interest/availability from the employers in using this tool although they were interested in participating,
there was a certain reluctance for paying to use this tool. For what weve learned, the major opportunity can
come from schools, universities and training centers, offering them a new service for them to apply with their
students/trainees, making them think about their work style, and what they do best from a professional
perspective.
Although the positive reactions obtained from the project participants, SPI does not intend to commercially
exploit the SelfAwareness tool, as it does not fall under the companys core business.
110
of the project
Describing the case
With the participation in the project partnership, SPI was able to benefit in various fields:
Being an innovation consultancy company, SPI got more depth knowledge about HR field, as well as
soft-skills evaluation methods, that could be relevant in other projects;
Extended network of contacts with employers and VET providers in Portugal;
Understanding of the importance of soft-skills for other EU countries (partnership), and relations
between VET and employers;
For future exploitation from the partnership, they could benefit from the dissemination and contacts
gained through the two years of the project, as well as an evaluation of the companys normal profile
about soft-skills diagnostic tools in Portugal;
Extended experience when participating in multicultural partnerships.
111
Annex 8 Interview protocols with VET providers
Protocol No.1

(DAISS)
Interview questionnaire for VET trainers
Organization name: ASSOCIAZIONE KAPPAERRE
Name and position of person/s Fabrizio Fioretti, educational trainer

that filled questionnaire
I. Perceptions of labour market needs
In the reports of Pilot implementation all trainers agree that The Diagnostic Tool enhance your better
understanding of the soft skills and work role preferences of employers.
Please, explain more detailed what this better understanding means to you. Name in hierarchical order (the
first is most important, other less) at least 3 points what you understand better (eg. more responsive to some
specific (name) labour market needs, more personalized and effective approaches to employability coaching,
enhanced more sustained work placement activities etc.). Give some additional comments.
1. more self aware

2. more confident about own skills
3. a very positive way of presentation for young people with little experience in the job market
II. Accommodation of more effective development of soft skills for work
Explain, please how The Diagnostic Tool and mentioned above better understanding of soft skills help you
to improve the development of vocational and employability learning programmes? Name at least 3 changes
/improvements (the first is most important, other less) you did and comment them additional below.
4. I can help my students improve their skills because the test assessed them so we both have a starting
point
5. Students feel more motivated because the Candidate Feedback is very positive
6. In our work we need such a tool
112
Could you explain, give examples how The Diagnostic Tool enhanced VET provision for
employability and workforce development through the understanding of employer needs and the application
of soft skills diagnostic and development processes? Name at least 3 statements and comment them
With the help of the Self Awareness system VET providers can build more efficient training course,
able to meet the expectative of the employers
The best thing about this tool is that addresses both sides: the demand and the offer on the labour
market
The employers will more aware of the importance of the soft skills for a vacant job position, and this
will improve the recruitment process
...
additional below.
Thank you!
113
Protocol No.2

(DAISS)
Organization name: ASSOCIAZIONE KAPPAERRE
Name and position of person/s Valentina Macciariello, educational trainer

4. more aware of what they can offer in a job place

5. more optimistic, knowing that they have skills to offer even without much work experience
6. a good way to motivate the NEET target group, giving them a tool they could count on for support
7. Our association is very interested to find new ways of improving the soft skills of young people, so
we think that Self Awareness could be very useful for this purpose
8. We had a very positive feedback from our students, they were happy with their Candidate Reports,
which we used as basis for improving their life skills and soft skills inside a project called SVICOLA
9. We would be very glad to be able to use this tool for our classes, not only the Candidate Feedback
but the other type of reports that we know exist but have not been yet translated into Italian.
Could you explain, give examples how The Diagnostic Tool enhanced VET provision for employability and
workforce development through the understanding of employer needs and the application of soft skills
diagnostic and development processes? Name at least 3 statements and comment them additional below.
114
We could prepare the students for a labour market that is more competitive compared to the past
generations
We should work with the employers too, they have to understand that not only hard skills are
important, that a wise and complete hiring decision has to look at the soft skills too
We have to teach students to do marketing of themselves, and being self aware is definitely going to
help them do that!
Thank you!
115
Protocol No.3

(DAISS)
Organization name: INTOUCH
Name and position of person/s Louis Haratsis, educational trainer

Short instructions: the aim of questionnaire to get more authentic evidence for impact of the Project on
changes in VET. There are 2 parts of questionnaire with questions or statements than need to be explicated.
Point of each VET trainer, participated in the Project, is very important to understand changes in perceptions
of labour market needs and adopted changes in VET. Please, describe as much examples you experienced
during the project as it is possible each your example helps to prove impact of the Project. Categorization
of narratives helps us to find some valuable tendencies, citation to prove authenticity.
7. The identification of soft skills is a basic need for further personal development. From this
perspective the knowledge of oneself is critical in order to work on, improve and evolve in the area
of basic skills. Thus, increased awareness of oneself skills can lead to identification of new skills
needs and personal development plan
8. My increased understanding of soft skills profiles for students help me better understand their
training needs
9. My increased awareness as well as students increased awareness of the categorization of soft skills
in profiles in view of suitable job matching.
116
Explain, please how The Diagnostic Tool and mentioned above better understanding of
soft skills help you to improve the development of vocational and employability learning programmes?
Name at least 3 changes /improvements (the first is most important, other less) you did and comment them
10. More focused personal, individual development plans for students focussed on soft skills used for
educational purpose, specific for life skills development
11. Increased accuracy of recommending a candidate for a job profile or specific vacancy
12. Better interview preparation
13. Increased accuracy in matching job requirements with individuals
14. Increase rate of success in fulfilling a job position
additional below.
The tool assisted in evaluating a group of candidates with similar vocational education training,
analysing their employability level, and differentiating them in view of suitability for specific job
positions. We were able to identify the range of soft skills at individual level and sum-up the existing
soft skills at classroom level.
We can say that the tool makes the link between education and employment, between working on
developing soft skills and their applicability in practice in real life circumstances in the work
environment.
The tool facilitates the link through: profile screening (soft and hard skills), short listing and
introduction, between students who are still in vocational education and training with prospective
employers.
Thank you!
117
Protocol No.4

(DAISS)
Organization name: Darlington College
Name and position of person/s Tutors/Trainers Hair and Beauty (this was done collectively with 4
that filled questionnaire VET Trainers from the same curriculum area)
10. .. The diagnostic helps you to think about soft skills and their importance to employers rather than
focussing entirely on vocational skills and competences
11. ..It helps for curriculum planning - soft skills are now integral part of employability programmes
12. ..Customer service skills are increasingly important in this curriculum area these are largely to do
with soft skills so the diagnostic is a valuable assessment instrument.
118
15. .. More focus on the development of customer service skills during training listening, effective
communication, teamwork etc
16. ..Greater self awareness amongst students in relation to their soft skills and a recognition of areas for
improvement
17. ..Development and Action plans to improve soft skills
18. ...More awareness amongst staff of the learning styles of students
19. ...Greater awareness of work role preferences and the ability to articulate these to prospective
employers
.. employers had the opportunity to scope out job roles

..employers were able to pick the best fit from a number of possible candidates
..employers have focused far more on the soft skills they value along with the qualifications and
experience required for job roles
By adopting a holistic approach to job role requirements and by involving both the VET Providers and
employers in the job matching process, an effective bridge has been built between vocational training and its
overall effectiveness in preparing learners for suitable roles in the workplace.
Thank you!
119
Protocol No.5

(DAISS)
Organization name: Scuola alberghiera Citt di Lavagna.
Name and position of person/s VALERIA MAGGIALI. TRAINER, PROJECT DESIGNER.

1. Soft skills are usually difficult to define, this tool gave me a clear frame about it from a professional
perspective
2. Reinforced my point of view about the importance of soft skills in findind/keeping a job
3. Which are the possibilities for different persons inside the area i'm working with and inside the same work
role
1. Possibility to have a clear and common framework with the student/job seeker about resorces and
areas of improvement
2. Feeling more confidence in having a soft skills tool that starts from the personal point of view of
the job seeker and not my intrerpretation
3. Possibility to have a start-point and build competences from that, using it to compare the
120
professional and training iter
1. Giving to the school a common tool
2. Emprowering the understanding of the soft skill and vocational guidance trainer
3. Giving clears feedback to the students/job seekers
Thank you!
121
Protocol No.6

(DAISS)
Organization name: Siauliai University
Name and position of person/s Margarita Jureviien, Lecturer

13. Better understanding of soft skills is a possibility to find out the most effective ways of working with
students
14. Better understanding of soft skills are the easiest an answers how to motivate students
15. Better understanding of soft skills is quite different way of understanding students needs, abilities
etc.
16. Better understanding of work role preferences of employer higher quality of employment process
and better preparation for interview and work in company/organisation
122
20. The Diagnostic Tool of soft skills spread vocational and employability learning programme: we
include explanations of soft skills and their importance in employment into our lectures for students.
We hope to give this better understanding of soft skills for students too, because it would let them be
much forgiving. It is very important while we are talking about social work students their job is
quite related with patient and understanding of people. To have better understanding of soft skills is
even compulsory for them
21. The diagnostic Tool also gives better understanding of students soft skills: they could make
important decisions if they can/want be a professional of particular kind of work or not
22. A lot of Lithuanian students after 2-3 years of studies become pessimistic thinking about their
activities after studies particular work according to gained news and qualification of studies. The
economical position in Lithuania is not perfect for young people and their afraid have a rational
basement. Despite of this, better understanding of soft skills could motivate them for looking for a
job they want and can work or new kind of studies that would be acceptable for their soft skills
additional below.
quicker the employment process
high quality of employment process
motivated and best fit new employee from big list of candidates
much effective distribution of works for employees
we are proud that employment process was so improved and let say developed by using the
Diagnostic Tool. Employers spread they knowledge about soft skills and experienced the
effectiveness of it
Thank you!
123
Protocol No.7

(DAISS)
Organization name: IPA SA Romania
Name and position of person/s Mariana Bistran, Research Scientist, Eng.,

Gheorghe Mincu Sandulescu, University Professor Dr.
17. The possibilities of using for: The improvement of the self assessment of the candidates to one
job and not only of the candidate to jobs.
18. The possibilities of using for: The improvement of the quality of selected workers.
19. The possibilities of using for: The improvement of the response at the strong and critical
competition.
124
1. The possibilities of using of the better understanding of soft skills for: The improvement
of the self assessment of the candidates to one job and not only of the candidate to jobs.
of the quality of selected workers.
of the response at the strong and critical competition. ..
additional below.
The tuning of the VET lessons exactly to the learner possibilities and needs.
The development of the VET lessons in connection with the real level of the soft skills of the
respective learner.
The development of the high quality effective personalised lessons.
Thank you!
125
Protocol No.8

(DAISS)
Organization name: National Institute for Training and Qualification in Education
Name and position of person/s Pavlina Petrova - Senior Expert International Programs and Projects
1. It is a detailed explanation about the importance of particular skill/s that each one employer needs for
the examined position;
2. Gives information how the employers value different soft skills in different market sectors;
3. More personalized and effective approaches to employability coaching;
4. Gives updated information regarding the detailed person specifications for different work roles.
126
Could you explain, give examples how The Diagnostic Tool enhanced VET provision for
employability and workforce development through the understanding of employer needs and the application
of soft skills diagnostic and development processes? Name at least 3 statements and comment them
We have better understanding about the role of soft skills in our work and we try to answer both
employers - principals and job seekers teachers needs;
The profile prepared for a job seeker gives information about the advantages but also for the
shortages and each person could seek learning programme in order to upgrade one or other
particular group of soft skills;
The employee profile, created by the employer, gives information about the soft skills needed. For
skills where no or little job seekers profiles match special learning programmes could be developed;
The Diagnostic Tool could be used as a perfect job-matching tool.
additional below.
Thank you!
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A2 R11Final Evaluation Report

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Programme Life Long Learning Program

Sub-programme/ LEONARDO DA VINCI Transfer of innovation

FINAL EVALUATION REPORT

3. MAIN FINDINGS ......................................................................................................................................... 9

3.1. The Project, Purpose and Key Outcomes ................................................................................................. 9

3.2. Project and Partnership Management ..................................................................................................... 14

3.3. Preparation, Adaptation and Transfer..................................................................................................... 16

3.4. Employer Engagement ........................................................................................................................... 18

3.5. Piloting, Testing and Refinement ........................................................................................................... 20

3.6. Quality Assurance .................................................................................................................................. 21

3.8. Dissemination ......................................................................................................................................... 23

3.9. Exploitation ............................................................................................................................................ 24

4. SHORT AND LONG TERM IMPACT .............................................................................................. 26

4.1. Short Term Impact.................................................................................................................................. 26

4.2. Long Term Impact .................................................................................................................................. 33

Purpose of the Project

The project aimed to:

Composition of Project partnership

Partner institution Country

Activities of the project

WP1 Project and Partnership Management;

Purpose of the Final Evaluation

Overview of findings or outcomes

6. By produce both Formative/Interim and Summative Evaluation Reports and presentation of

Main questions for Final evaluation:

Phases of Final Evaluation:

Structure of Final Evaluation Report

Scope of Final Evaluation

Evaluation questions Evaluation areas Data sources

b) What difficulties were Project processes Partners meeting reports

Data sources for interpretations were used:

3.1. The Project Purpose, Partnership and Key Outcomes

The project aimed to:

The initial objectives of the Project:

Activities of the project

Work Package Outputs

Meeting project aims

Overview of Aims and Activities of project and partnership management

Partners mentioned good communication management:

3.3. Preparation, Adaptation and Transfer

Overview of Aims and activities of preparation, adaptation and transfer

The product was firstly well presented and adapted.

3.4. Employer Engagement

Overview of Aims and activities of Employer Engagement

Overview of Aims and activities of Piloting, Testing and Refinement

Citations from interview with participants:

3.6. Quality Assurance

Overview of Aims and activities of Quality Assurance

Overview of Aims and activities of evaluation

Overview of Aims and activities of dissemination

Overview of Aims and activities of preparation, adaptation and transfer

4.1. Short Term Impact

Target group Project effect/impact on the group

Target group Project effect/impact on the group

Effective partnership team& High quality of work.

Best practices sharing and Multicultural competences

We increase personal skills of organization through the exchange of best practices.

4.2. Long Term Impact

Target group Long term impact

Target group Long term impact

Target group Long term impact

Annex 8 Interview protocols with VET providers

Programme Life Long Learning Program

Case study of each Partners organization