Executive Assessment & Development is our solution for strengthening your leaders for further growth and is applied for executive hiring and for executive development purposes.


To succeed in a competitive, fast-moving world, organizations need to attract, develop and keep great people. We ensure you know the full potential of your existing leaders. We identify the areas to consider for further development. We advice about future development areas.


Most psychological assessment tests are based upon pyschology, taking personality as a starting point (MBTI, DISC, OPQ etc).

What differentiates the assessments of RIVIONT is that they are based upon a Management Model ‘The Competing Values Framework’ of Robert E. Quinn, that describes how real people react and act in the real world doing real work and figure out the personality traits that underpin those behaviors. The beauty of our tests is that they sit right on the border between behaviour and personality and play to the strength of both kinds of testing.

We use use 7 short assessment tests together provding a more holistic view on a person’s ability, personality and development needs. The tests consist of 53 competences and are all highly correlated. The tests are scientifically developed and validated. Our psychometric tests include but are not limited to:

  • Work styles
  • Career values
  • Personality traits
  • Communication styles
  • Organizational culture
  • Leadership and Management styles

The test results are presented in a very practical way for further action and decision making.


RIVIONT | Executive Assessment


RIVIONT | Hiring and Selection - 3 country md's


See below some cases of Leadership Advisory services.

FROM CENTRALIZED TO DECENTRALIZED DECISION MAKING  |  Fortune 500  |  APAC Region  |  Regional CEO, CFO, COO, CMO leadership strategically moving from centralized to de-centralized decision making  |  Leadership Team Effectiveness  |  Board mediation

ALIGNING SOUTH ASIA CULTURE TO ORGANIZATIONAL MISSION, CORPORATE VALUES AND GOALS  |  German listed company  |  Regional CEO  |  15 Countries in Asia  |  Alignment South Asia culture to the mission, goals and corporate values of the organization  |  Leadership Team Development

ALIGNING REGIONAL HQ’S WITH LOCAL COUNTRY LEADERSHIP  |  Fortune 500 Company  |  Aligning Regional Head Quarters with local country leadership teams  |  Leadership Team Improvement

TRANSFORMING FROM FAMILY LED TO PROFESSIONAL, CORPORATE LED BUSINESS  | APAC Region  |  Working with CEO  |  Designing, developing and professionalizing management appraisal process  |  Aligning Tier 1 and Tier 2 leadership teams to the objectives, driving a new culture  |  Performance & Culture

CREATING A NEW CULTURE FOR SUCCESS AFTER ACQUISITIONS  |  Company operates across 5 continents, went through 2 acquisitions, and recently acquired by another company  |  Working with Global CEO and Corporate HR  |  Creating a culture for success across vertical and geographical markets   |  Performance & Culture

ALIGNING SOUTH ASIA CULTURE TO COMPANY VALUES AND BELIEFS  |  Fortune 100 Company  |  Aligning regional ASEAN and local country cultures (Indonesia, Philippines, Thailand, Malaysia, Singapore, Vietnam) to the Company Beliefs  |  Performance & Culture

IMPLEMENTING NEW HR STRATEGY  | Global family business, global carve out from Fortune 500 company  |  Implement new HR strategy after decentralization  |  Leading to more cost-conscious, cost-effective, pragmatic and result oriented organization with continuous profit and revenue growth  |  Human Resources Strategy

HARMONIZING AND TRANSFORMING COMPENSATION & BENEFITS PACKAGES FOR BENELUX |  Reflecting changed business environment following merger  |  Leading to cost-effective yet attractive and competitive packages in the labor market  |  Compensation & Benefits

ALIGNING BUSINESS OBJECTIVES AND CULTURE AFTER MERGER FAMILY BUSINESSES  |  Define and align business objectives and culture for EMEA after merger of two family businesses into one global family business  |  Improving business alignment, clarity of purpose and business results  |  Performance & Culture

RESTRUCTURING BENELUX RECRUITMENT DEPARTMENT |  Global logistics company  |  25 Sites in Benelux  |  Reduce costs and improve effectiveness of Benelux recruitment department  |  Talent Acquisition  |  Recruitment

DESIGNING AND IMPLEMENTING NEW TRAINEE PROGRAMME |  Sales & Service company  |  High turnover of trainees required new career mapping within complete new career framework  |  Talent development and succession planning changed accordingly, as well as coaching and mentoring  |  Talent Management  |  Development

DEVELOPING TRAINING PROGRAMME AFTER STRATEGIC REORIENTATION  |   Stock listed company  |  Wholesale  |  Strategic reorientation  |  Need for more effective cross BU sales training  |  Supplier selection, programme set up, delivery to sales team of 60  |  Talent Management  |  Development

IMPLEMENTING CROSS COUNTRY PENSION SCHEMES  |  In different companies and countries, implementing sustainable and future proof pension schemes  |  From Final Pay systems to Average pay systems and DC systems  |  Identifying scope and budget, design transition plan, work with brokers and insurance companies  |  Negotiate and agree with unions/works councils  |  Compensation & Benefits

TRANSFORMING TO PERFORMANCE BASED PAY SCHEMES  |   Sales organization, balance base pay and variable pay towards more variable, sharpen target setting and performance evaluation. Negotiate transition phase with unions  |  Compensation & Benefits