How did Perutnina Ptuj establish competency model and outline the further development of HR practices?

Get to know our client:

Client: Perutnina Ptuj d.o.o.

Industry: Poultry farming, production of feed, poultry meat and products, trade, and services.

Perutnina Ptuj is one of the largest Slovenian companies involved in the rearing and sale of poultry products on various markets. With more than 115 years of tradition and experience behind it, the company is building a future during which it aims to develop and innovate, including in the field of HR practices and activities. It is part of the MHP Group, one of the leading international groups in the food processing industry and one of the most successful poultry meat producers in Europe. The company is united by a commitment to excellence and a vision to be first wherever natural taste, quality, and uniqueness are valued while maintaining the innovative creativity of safe and healthy eating habits.

Main challenges

Before the analysis, the company had undergone several investments affecting numerous work processes. Consequently, it was necessary to consider developing the skills, knowledge, and capabilities of the workforce. For this reason, they decided to create a competency model that would allow them to further develop both the company and its human resources. The company involved various employees in setting up their own competency model to ensure that key skills were covered as thoroughly as possible. They wanted the core competencies to align with the company's values. Thus, they came up with five core competencies - (1) Customer focus, (2) Results orientation, (3) Continuous improvement, (4) Creating collaborative relationships, and (5) People and personal development.

The company invested a lot of energy in setting up the competency model, but this was only the first step. While planning the next steps, they realized that they had insufficient internal human resources capacity, but they did not want the analysis to be superficial. They concluded that they needed help from someone with more experience to guide the company through the process. They knew what they wanted, but internal implementation was not possible, so outsourcing was the logical step. They decided that working with Quantifly was the most appropriate option for the company and their needs. The 360° analysis thus became part of the process of setting up their competence model, as the company wanted to see exactly where they stood after the initial structuring of the model. One of the key challenges the company wanted to address with the Quantifly analysis was to ensure the objectivity of the results. Additionally, they wanted to identify potential gaps in competencies to really understand how these gaps affect the performance of individuals and departments. They were also faced with the challenge of how to put the competency model and its items into digital form.

The process

In the first stage, the company involved 100 managers from four countries (Slovenia, Croatia, Serbia, and Bosnia and Herzegovina) in the analysis, a decision they made because they felt it was important for the managers to first familiarize themselves with the analysis, learn about its importance, and become "promoters." The measurement included all colleagues with whom managers frequently work or whose evaluation is important, namely their supervisors, subordinates, and other managers. Additionally, managers completed a self-assessment questionnaire. The purpose of the analysis was to personalize the development of leaders and to identify key employees and potential for growth. In doing so, it was important for the company to be able to use its own competency model, which they extended with the other areas included in the Quantifly 360 questionnaire, namely work overload, which leaders are most often identified as key employees, which colleagues still have growth potential, and team roles, in which leaders identify themselves and in which colleagues identify them.

The analysis process began with introductory presentations aimed at making employees aware of the purpose and benefits of the analysis to identify their development opportunities. Initial reactions to the analysis were skeptical, with staff questioning the purpose of the analysis and considering it to be an additional task for which they did not have time. There were also concerns about the scope, transparency, and anonymity of the analysis. Through the introductory explanations and comprehensive, transparent communication, managers realized that the analysis was not an end in itself but served as a basis for further steps toward higher objectives. This realization had a positive impact on their perception of the analysis, which was accompanied by strongly positive comments. The company highlighted the post-results phase as a turning point, where the HR team was mobilized to provide feedback and interpretation of the results, giving employees a real insight into the benefits of the analysis. Employees moved from fear of evaluation towards realizing that the analysis was valuable, as someone was showing genuine interest in their development.


The results of the analysis served as a basis and a guide for further steps in the company. 

The company identified the strengths and development areas of its key employees and simultaneously began working on building a culture of feedback. This step received the highest amount of positive feedback from the employees involved in the analysis. The analysis also helped them shape their future work on the development of specific groups of employees, as it helped them identify individuals with growth potential. All these insights highlighted a wide range of possibilities for the development of HR practices. In some cases, the need for additional recruitment became apparent, while elsewhere in the company they saw the rationale for introducing new tools and methodologies for development and appraisal.

Based on the content of the results and findings, the company now knows the capabilities of its HR function and the appropriate approaches to senior managers in all regions. They have gained direction for the design of a catalog of development plans and tools involved in its framework. They have identified areas and teams where additional reinforcements are needed for quality work, while also gaining insight into the budgetary aspects of HR development. They obtained a good basis for planning, action guidelines, and decrees related to the digitization of HR functions. At the same time, they have a good basis for setting up a talent management program and identifying HR processes that they will be able to implement internally and those where they will further build partnerships with external providers.

"As HR Director, I am particularly pleased that the reactions to the feedback, interpretations, and results of the analysis have been extremely positive. There has been a sense of relief and even enthusiasm. Now the key is to keep our promises and do something with the results."

Goran Gledić, HR Director at Pertunina Group

What were the biggest advantages of using 360° analysis in Perutnina Ptuj?

"360° analysis is one of the key tools that every "serious" organization should have in its "portfolio" of tools."

Goran Gledić, HR Director at Pertunina Group

The company targeted several dimensions with the analysis. The first dimension was linked to the five core competencies identified during the process of creating the competency model. The analysis helped to ground these competencies as a general basis for the company to observe their performance, behavior, and development. On the other hand, the analysis helped to identify specific gaps in certain skills, knowledge, and competencies. At the same time, the analysis has highlighted individuals who belong to the dimension of top talent and key employees. The results provided the company with a global picture of its employees, forming the basis for further development of the company's diverse HR activities.

The company stresses that to effectively conduct a 360° analysis, it is important to communicate intensively with the employees involved in the analysis. It is essential that they understand the purpose of the analysis and are given sufficient information about it. It is also important that the company stays committed to its promises and develops an appropriate program and follow-ups based on the results of the analysis. The most important thing is that both managers and employees do not see the analysis as an evaluation but as a step to foster their personal development and better integration into the organization.

Quantifly's analysis helped the HR department in obtaining additional resources from senior managers. Once managers were given an overall picture of the situation and a summary of the analysis results, they increasingly started to see the positive aspects of not only developmental but also other HR practices.

How did the managers react to the reports?

The reports were considered well-structured, concrete, and easy to read. The company placed particular emphasis on explaining the results and metrics to managers in a comprehensive way, making it clear that the report does not represent an irrefutable truth, but rather a current perception that can serve as a starting point for more in-depth self-reflection.

"In most cases, the reports have been very positively received, even in cases where the results have not been as good as individuals had expected. Employees liked the fact that they were given a mirror."

Lea Lah, Head of learning and development, Perutnina Ptuj Group

Who would you recommend the Quantifly analysis to?

“I would recommend the Quantifly analysis to companies that are in the early stages of development or in the early stages of developing their HR functions, as well as to larger organizations that have a genuine interest in developing their people and their organization. The analysis provides a holistic picture of both strengths and potential areas for development that companies themselves may not see. It makes it easier to address problems and build on strengths. From this perspective, I don't see who would not benefit from a Quantifly analysis."

Goran Gledić, HR Director at Perutnina Group