Science and innovation

Vadequa combines scientific advances in the areas of human resources and technological innovation in order to offer you a unique and innovative HR solution dealing with corporate culture.


What is corporate culture?

A company’s culture is not limited to its immediately perceptible aspects (profession, establishments, clothing standards, language, etc.). Like an iceberg, the largest part remains below the surface. These are the values ​​of the organization: the belief that certain behaviors are preferable to others.

Don't confuse personality with culture

Initially, organizational science researchers sought to link personalities and organizations, without much success. It was Chatman’s work in 1989 that marked the birth of a new paradigm: the adequacy between an employee and their company is not related to personality but to values.

Personality corresponds to a person’s preferences and behavioral habits. This is stable after adulthood. Values ​​are derived from experience and represent a person’s beliefs about the behaviors that are preferable to maintain.

Values ​​have a far greater impact than personality because if there is a fit between the person’s convictions and the company’s goals then the way the employee prefers to behave on a daily basis is secondary. This is proof that human capacity for adaptation should not be underestimated, provided motivation is present.

Did you know?

– 46% of recruitments fail.
89% of failures are not related to technical skills.
– The cost of poor recruitment is estimated at more than 100% of the gross annual salary.

Sources: Leadership IQ, Why New Hires Fail. Ross Blake, Retention Associates

The types of corporate culture

The model

The Vadequa test evaluates the adequacy between the candidate’s values ​​and the culture of the organization. There are 4 main types of corporate culture, organized according to two lines (flexibility / control and relations / results), represented in the graph below. The Vadequa test thus makes it possible to identify the company’s type of culture and to compare it with that of the individual. The smaller the distance between the two cultures, the better the candidate will adapt to the functioning of the organization. On the contrary, if the two cultures are distant, there may be compatibility issues when it comes to the candidate’s integration.

Our tool is based on the competing values ​​framework (Quinn & Rohrbaugh 1983), a theory developed on the basis of research on organizations’ efficiency criteria.

The vertical axis opposes companies that operate with a certain flexibility (free organization of schedules, autonomy, etc.) to more regulated structures (fixed schedules, procedures for each task, etc.).

The horizontal axis opposes firms that are more inclined towards relational aspects (workplace environment, employee development and satisfaction, etc.) to more results-oriented organizations (productivity, competitiveness, etc.).

The 4 types of culture

Collaborative culture - the colleagues

The main objective lies in the development of people, for which the employed means are focused on social cohesion, in a participative approach involving all employees. For employees, the welfare of the staff is at the heart of their concerns. There is a feeling of being in a big family where a good leader is a leader who takes care of his / her subordinates. A good goal is a goal shared by all and decisions are made through consensus, everyone having something to contribute. This has the effect of putting everyone in agreement, which allows to grant significant autonomy to the employees in their daily tasks.

Innovative culture - the innovators

The main objective is to grow and acquire resources. They work in a flexible and agile way. Leaders are most often entrepreneurs, with a long-term vision for the organization. Innovators leave ample room for experimentation and therefore for calculated error. This helps create an agile organization that quickly adapts to a changing environment. Each employee is free to adapt his / her working methods, provided that they accept the successes as failures.

Competitive culture - the competitors

Their main goal is productivity and efficiency, they define clear and planned objectives. Leaders are competitive and pugnacious. Competitors seek above all to conquer or maintain their leading position in their market. To achieve this, all employees have ambitious targets that they will have to meet. There is little room for excuses and underperforming employees: the organization is radically result-oriented.

Organizational culture - the organizers

They mainly seek stability by using clever methods of information and communication management. The leaders are coordinators and managers. The organizers are specialists in maintaining a stable and efficient organization. The procedures and rules are clearly communicated to employees in order to guarantee a uniform level of quality and reliability. As a result, breaking the rules can not be tolerated.

Matching with personal values

The Vadequa test analyzes the values ​​of the individual. The diagram below gives us the opportunity to visualize the main trend in which it sits.

Our tool is based on Schwartz’s theory of values ​​(1987), which is based on the famous works of Rokeach (1973), the model contains 56 universal values.

The colors make it possible to find the marks on the results in the cultural suitability test, and it is a question here of being able to represent what the distinctive values ​​of the individual may correspond to according to their position in the graph.

For example, if an individual is in the “universalism” neighborhood, the graph tells us that the main tendency of their value system is focused on equality, harmony, social justice, environment and wisdom. Of course, this does not mean that these are the individual’s only values, but to focus on the main provisions.

Did you know?

The value system of an individual is unique and a real behavioral engine. The values ​​are directly related to the person’s affects, in that sense they are what is important to him/her.

The individual will always seek to be in accordance with his/her values, and when the situation does not make that possible, he/she will go into a state of alert. The agreement or the disagreement of a person’s activity with his/her values ​​generates a state of either happiness or psychic suffering.

Values ​​are part of the dynamics of volition and can therefore explain many behaviors at work. They will serve as criteria in the assessments that the individual operates at all levels.

Thus, the adequacy of the Vadequa test provides essential and robust insights into an individual’s adaptability and behavioral predictions within the company.

Matching with personality

The Vadequa test analyzes the personalities of the individual. The diagram below gives us the opportunity to visualize the main trend in which it is located.

Our tool is also based on Lewis Golberg’s Big Five personality model (OCEAN) (1990). This model has 5 main dimensions.

Personality is a set of emotions, attitudes and behavioral habits specific to a person.

The OCEAN / Big Five personality model, established empirically by factorial analysis of the dictionary words in the 1990s and then obtained independently by several researchers in a wide variety of countries and cultures, allows five stable personality traits to be measured over the course of adulthood:

Openness to experience (curiosity, imagination, sense of adventure)
Consciousness (self-discipline, organization, respect for rules, rigor)
Extraversion (energy, positive emotions, search for stimulation)
Agreeableness (compassion and cooperation)
Neurosis (negative emotions: stress, shame, anger)

The colors make it possible once again to quickly determine whether the person is in line with the company’s values ​​and culture. The higher the peak, the more important the personality trait. Conversely, if there is a trough, the personality trait is weak.

Openness to experience

It is a cognitive style that differentiates imaginative and creative people from down to earth people who prefer concrete things. This personality trait is a predictor of:

  • Creativity +
  • Focussed intelligence +
  • Learning ability +
  • Progressive political orientation +
  • Spirituality +
  • Religiosity –
  • Performance in sales, security –
  • Resistance to change –

It is the ability to control, regulate and direct one’s impulses. This personality trait is a predictor of:

  • Performance at work +
  • Professional achievement +
  • Health +
  • Well being +
  • Quality interpersonal relations +
  • Suffering if unemployed +
  • Absenteeism –
  • Procrastination –

This is the search for interaction with the exterior world and the tendency to experience positive emotions. This personality trait is a predictor of:

  • Expression of happiness+
  • Ability to learn +
  • Responsiveness to rewards +
  • Organization of the workspace in a way that encourages interaction +
  • Performance of the task –
  • Academic achievement –

This is the concern for social harmony and cooperation. This personality trait is a predictor of:

  • Conflict resolution through a constructive approach +
  • Satisfaction at work +
  • Mutual assistance +
  • Performance in losing/winning negotiations –

This is the tendency to experience negative emotions. This personality trait is a predictor of:

  • Performance at work –
  • Satisfaction at work –
  • Susceptibility to psychosocial risks +
  • Risk of depression +

A scientific and winning approach

The heart of Vadequa is based on these models and on the links established between them. Our software therefore offers you all the keys to determine your corporate culture and hire candidates who share your values!

Partner laboratories

We collaborate with experts in the field as well as with two research teams (psychology and statistics) so that our solution is in perfect conformity with the standards of reliability recommended at the international level.

We collaborate with the Epsylon research laboratory on the realization of psychometric questionnaires. This laboratory also brings its statistical analysis skills and expertise in organizational sciences.

We collaborate with the LGI2P laboratory of the Alès mining school. This collaboration focuses on the development of mathematical approaches and algorithms for the prediction of the adequacy and adaptation of an individual to a company.

Did you know?

A company hopes to hire someone who will easily integrate the team, who will be motivated to get up in the morning to come work, who will perform well in their daily tasks and who will remain loyal. Nevertheless, few people know how to predict all of this.

In order to give you an initial answer while explaining why Vadequa focuses on behavior testing, here is a summary of several scientific studies on the question “How can I predict a candidate’s future performance in my company?”

Validity (r) Explained variance
Cognitive ability tests (IQ) 26% .51
Behavioral tests 9,6% .31
Validity (r) Explained variance
Years of experience 3,2% .18
Years of studies 1% .10

In summary, if you hire a candidate based on their resume (amount of years of studies, amount of years of experience), you can predict 4% of their future performance. On the other hand, if you test a candidate based on their intellectual abilities (IQ) and on their personality, you can predict 36% of their performance within the company.

Psychometric qualities

The relevance of an assessment tool is measured by the quality of the tests it offers. Vadequa aims to be one of the most scientific tools on the market and therefore the tool that will be most relevant to help you hire. This is why the evaluation questionnaire was developed with the help of two laboratories (psychology and statistics) and validated by an independent research laboratory according to international scientific standards (APA and ETS). The questionnaire was tested and validated by psychometricians teams on a population of more than 5000 individuals. Each day we collect new evaluations that allow us to refine the psychometric quality of the questionnaire and improve the relevance of our solution.

The Vadequa personality questionnaire:

  • Theoretical basis: Big Five Model
  • Format: 103 questions
  • Available languages: 3 (FR, EN US, DE)
  • Number of tests taken: +15 000
  • Validation prior to placing on the market: > 5000 individuals

Structural validity

The structural validity of an evaluation tool corresponds to the quality of the adjustment between the theoretical model used as a basis for the design of this tool (For PSV20, the Big Five model) and the organization of data as it emerges, through a factorial analysis with oblimin rotation (statistical analysis technique). The more the saturation indicators are in line with the APA recommendations, the more effectively the studied evaluation tool translates the theoretical model on which it is based.

We used a two-step procedure:

  • The first step was concerned with the analysis of the tool’s factorial structure using an exploratory factor analysis (EFA) carried out on a fraction of the sample (n= 1500).
  • The second step consisted in verifying the factorial structure previously established using confirmatory factor analyzes (CFA) on another fraction of the sample (n=4689).
  •  factor analyzes (CFA) on another fraction of the sample

EFA - Exploratory factor analysis

We used the technique of factorial analysis in main axes with oblique rotation because of the probable correlations between the different factors. EFA was first performed by forcing a 5-factor solution to identify items deviating from their theoretical membership factor.

It is recommended to retain only the items that jointly respect the following 2 parameters:

  • minimum saturation of .30 between the studied item and its membership factor.
  • minimum saturation differential of .20 between the previous indicator and the studied item’s saturation on the factors to which it doesn’t belong.

Result: The generated factor solution was analyzed in accordance with the two criteria specified above.

CFA - Confirmatory factor analysis

We have subjected our items to confirmatory factor analysis. The confirmatory factor analysis method is a type of structural equation modeling widely used in psychometry to test measurement models. This method makes it possible to evaluate whether the data collected from a sample are consistent with a predefined factor structure. As far as we are concerned, the structure established on the first part of the sample thanks to the exploratory factor analysis. In order to evaluate this adequacy between the collected data and a hypothetical model, we have several adjustment indices: we have selected two (CFI, RMSEA) for two reasons:

  1. they are the most robust in case of violation of multi-normality
  2. they are not influenced by the sample’s size. These two index adjustments are the most recommended at the present time.

It is recommended to only retain items that jointly respect the 2 following parameters:

  • the value of the CFI must be over .90
  • the value of the RMSEA must be below or equal to .06

Results:The results of the confirmatory analyses allow us, in view of the structural validity of the tool, to keep the items.

Structural validity Min value Max value Average
CFI .93 .97 .95
RMSEA 0.048 0.052 0.498

Internal consistency

The internal consistency of an evaluation tool makes it possible to measure the homogeneity of the items used to evaluate every dimension of the personality integrated into the concerned tool. The higher the Chronbach’s Alpha of a personality dimension, the more the questions used to evaluate that dimension are consistent with each other.

We verified the internal consistency of the questionnaire using Cronbach Alpha coefficients calculation for the rest of the sample (n = 1024).

It is recommended that only scales with alpha equal to or greater than .70 be included

Results: The results of the Cronbach Alpha calculations validate the tool’s internal consistency.

Internal consistency Min value Max calue Average
Chronbach Alpha .76 .83 .80

Test-restest loyalty

Test-retest loyalty assesses the stability of an evaluation’s results over time. It corresponds to the correlation between the results obtained by a same person after passing the same evaluation twice. The higher the test-retest coefficient dimension, the more this dimension, as evaluated by the studied evaluation tool, can be used as a reliable predictor of a person’s behaviors of in a work situation. Vadequa is based on a technological innovation that takes advantage of the collective intelligence of its users and advanced algorithms in order to automatically determine company profilesand the cultural adaptations between individuals and these companies. The psychological questionnaires are from the International Personality Item Pool (Big Five model).


A Simple, SaaS and Scientific solution


  • Fluid and simplified interface
  • Reports accessible to non-HR experts


  • No installation necessary
  • Automatic and transparent backups


  • Three years of Research and Development
  • Scientifically validated models and questionnaires

Supported and rewarded technology

Vadequa is the winner of the BPI Competition and of the Ministry of Innovative Business Creation.

Vadequa is the winner of the Talents competition, in the innovation and technology category.

Vadequa is the winner of the Coup de Pousse competition dedicated to innovative companies.

Vadequa is the winner of the international competition dedicated to start-ups, Treveri Market.