La démarche de l’audit de QVCT présente 4 étapes.

• Diagnostic interne complet
• L’Ikigaï pour chaque salarié
• Proposition d’un plan d’action
• Le suivi du plan d'action

Socio-cultural audit

• Understanding the identity of the company, its values
• Understanding the dynamics between employees
• Understanding of management style

Analysis of the existing

• Analysis of HR indicators (health, illness, incapacity, etc. operating indicators, absenteeism and turnover rates, training, promotions, etc.)
• Analysis of QVT/QVCT actions already carried out

Listening to employees

• Interviews, surveys
• Collection of needs and expectations
• Analyze employee feedback and feelings (satisfaction, sense of belonging, understanding of expectations and missions, etc.)

This approach is taken from a Japanese philosophical approach. It consists of allowing each employee to analyze their life path, their professional purpose as well as the adequacy between their values, their skills and the position occupied within the company.

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Recognized as complementary to the improvement of QVCT by American scientists, it constitutes a relevant and valuable lever for actions to be taken to:

Highlight the values and skills of employees

• What are their strong points?
• Identify the values to which they are attached

Clarify career goals

• Where do they want to go?
• What meaning do they want to give to their career?
• What do they need?

Take stock and take stock of employee desires

• Are they in their right place? If not, what would they like to do?
• Identify adjustments within the workstation so that employees are in their Ikigaï

At the end of the diagnostic/Ikigaï/employee interviews process, an inventory of the company's HR issues and practices is established. An action plan is proposed generally relating to organization, management and/or training.