{"id":56212,"date":"2026-02-19T13:11:14","date_gmt":"2026-02-19T13:11:14","guid":{"rendered":"https:\/\/www.clevry.com\/?page_id=56212"},"modified":"2026-04-20T12:15:49","modified_gmt":"2026-04-20T12:15:49","slug":"daikin","status":"publish","type":"page","link":"https:\/\/www.clevry.com\/nl\/resources\/case-study\/daikin\/","title":{"rendered":"Daikin Case Study"},"content":{"rendered":"\t\t
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Customer story<\/b><\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Daikin Middle East & Africa<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Building a data-driven leadership pipeline with Clevry<\/b><\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Home<\/a><\/span><\/span><\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Daikin Middle East & Africa<\/a> is one of the region\u2019s fastest-growing HVACR (Heating, Ventilation, Air Conditioning, and Refrigeration), providers, with ambitions to lead the market across the UAE, Saudi Arabia, Qatar, Egypt, Morocco and beyond. As business growth accelerates, Daikin is investing in building robust leadership capability, and psychometrics now play a key role in shaping the organisation\u2019s talent strategy.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Clevry is proud to support Daikin MEA as they transform their assessment use from a selection-only tool into a strategic engine for leadership development, succession planning, onboarding, and data-driven HR advisory.<\/p>

The talent agenda at Daikin MEA is led by Regional Talent & Development Manager, Chutima Franko. <\/strong>Drawing on years of experience in people strategy across multiple regions, she views psychometrics as far more than a screening step \u2014 they are a foundation for leadership capability, fair decision-making and organisational growth.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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A growth-focused region where talent strategy matters more than ever<\/h2>

Operating in what Franko describes as \u201cone of the world\u2019s most competitive talent markets,\u201d Daikin is in a period of accelerated growth and transformation. The company already has around 1,000 employees in the Middle East and Africa and belongs to a global organisation of over 80,000 people.<\/p>

Franko explains that the nature of growth in the region demands more than traditional recruitment:<\/p>

\u201cWe want to become the number one HVACR company in the region. To do that, we must grow our people, because when people grow, the company grows.\u201d<\/em><\/p>

She emphasises that the speed of market change requires leaders who can adapt, learn, and handle complexity. Rather than assuming competence is enough, Daikin invests in building capability. Psychometrics assessments<\/a> \u2014 integrated meaningfully into talent processes \u2014 are the foundation of that approach.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\"\"<\/figure>

Chutima Franko<\/h3>

Regional Talent & Development Manager (MEA)<\/p><\/div><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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From selection tool to strategic capability<\/h2>

Before partnering with Clevry, assessments at Daikin were used primarily in selection and focused on reasoning ability. As Franko puts it:<\/p>

\u201cAbility remains important, but behaviour is equally important. The deeper motivations matter for fit, for growth, and for leadership.\u201d<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\r\n \u201cAbility remains important, but behaviour is equally important. The deeper motivations matter for fit, for growth, and for leadership.\u201d\r\n <\/p>\r\n<\/div>\r\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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With Clevry, Daikin now evaluates leadership traits, decision-making style and potential, and then channels those insights directly into development practices. The Clevry platform<\/a> has become embedded into Daikin\u2019s People Discovery Program<\/em>, a structured assessment centre that combines personality assessments<\/a> and ability tests<\/a> with live business simulations.<\/p>

\u201cWe combine Clevry insights with the behavioural observations from simulations and turn them into individual development plans.\u201d<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\r\n \"We combine Clevry insights with the behavioural observations from simulations and turn them into individual development plans.\"\r\n <\/p>\r\n<\/div>\r\n\r\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Building a leadership pipeline \u2014 not just filling roles<\/h2>

Daikin\u2019s leadership philosophy is pragmatic and forward-looking. The company recognises that new managers will deal with situations they\u2019ve never faced before, so assuming they will \u201cfigure it out\u201d is risky. Instead, Daikin seeks to understand their needs, potential and gaps.<\/p>

\u201cLeadership capability must constantly evolve. You cannot train once and assume they know everything. The business changes, expectations change, so people must change with them.\u201d<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\r\n \"Leadership capability must constantly evolve. You cannot train once and assume they know everything. The business changes, expectations change, so people must change with them.\u201d\"\r\n <\/p>\r\n<\/div>\r\n\r\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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This perspective is particularly important in a region where technological, behavioural and cultural shifts move quickly. The company sees leadership<\/a> not as a static attribute, but as an evolving capability that benefits from structured insight.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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From transactional HR to strategic, data-driven advisory<\/h2>

A central theme in Franko\u2019s view is the importance of HR\u2019s internal positioning. She notes that HR cannot be effective by simply \u201cowning\u201d processes, it must influence decisions.<\/p>

\u201cHR must be in the advisory seat. We should not force decisions but guide them with evidence. When we bring structured assessment data, people listen.\u201d<\/em><\/p>

This shift elevates HR from operational support to strategic advisor. The data from psychometrics gives HR credibility when recommending promotions, talent moves or development strategies.<\/p>

The advisory role is not about control, it\u2019s about partnership. Franko emphasises that line managers are still decision-makers, but those decisions are now better informed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\r\n \"HR must be in the advisory seat. We should not force decisions but guide them with evidence. When we bring structured assessment data, people listen.\"\r\n <\/p>\r\n<\/div>\r\n\r\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Fairness, bias reduction and access to the full talent market<\/h2>

In a talent market where diversity is high, Daikin uses psychometrics to minimise the risk of bias and expand talent pools. Franko notes that in Dubai and across the region, talent comes from everywhere, and interview impressions alone are unreliable.<\/p>

\u201cPsychometrics let us compare individuals fairly, regardless of where they come from. The fact that Clevry works with different norm groups allows us to calibrate.\u201d<\/em><\/p>

The payoff is both ethical and practical: Daikin gains access to talent it may not otherwise have recognised.<\/p>

The payoff is both ethical and practical: Daikin gains access to talent it may not otherwise have recognised.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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A better experience for candidates and internal stakeholders alike<\/h2>

Since introducing Clevry, Daikin has seen a noticeable improvement in how assessments are understood and experienced across the organisation. Franko explains that managers can now interpret reports<\/a> confidently without specialist training, which makes promotion discussions and hiring decisions clearer and more consistent.<\/p>

Employees have also become more engaged with the process. Many request to see their reports after joining, using the insights to understand themselves better and guide their development.<\/p>

Candidate experience has improved as well, with smoother login, fewer technical issues and a more reliable online flow. This matters in a region where Daikin recruits across several countries and wants to offer a unified, professional experience.<\/p>

The system has also brought regional alignment. Affiliates in Qatar, Egypt, Morocco and Saudi Arabia now use the same platform, giving Daikin a single source of insight and a consistent way to compare talent across markets.<\/p>

\u201cWe now have data we simply didn\u2019t have before. We can see common gaps and design development programmes to close them.\u201d<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\r\n \"We now have data we simply didn\u2019t have before. We can see common gaps and design development programmes to close them.\"\r\n <\/p>\r\n<\/div>\r\n\r\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Tackling real challenges: promotions, succession, underperformance and onboarding<\/h2>

Daikin uses Clevry’s assessments in several areas, but the emerging opportunities are perhaps the most compelling.<\/p>

Franko describes the next phase:<\/p>

\u201cWe want to understand our poor performers better. Why are they not motivated? Are they lacking certain capabilities? Assessments can help us understand them and support them.\u201d<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\r\n \"We want to understand our poor performers better. Why are they not motivated? Are they lacking certain capabilities? Assessments can help us understand them and support them.\"\r\n <\/p>\r\n<\/div>\r\n\r\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Similarly, Daikin sees a strong case for embedding assessment insights into onboarding<\/a> to accelerate the first 90 days in role. Franko sees structured data as the foundation of that transition.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Soft skills as the foundation of future-proof capability<\/h2>

As the discussion turned to future skills, Franko stressed that technical expertise has an increasingly short shelf life. What will matter, she argues, is resilience, adaptability, openness to change and capacity to learn.<\/p>

\u201cYou cannot rely on a specific tool or skill forever. Things change rapidly. Understanding people\u2019s underlying behaviours and capabilities are more important.\u201d<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\r\n \"You cannot rely on a specific tool or skill forever. Things change rapidly. Understanding people\u2019s underlying behaviours and capabilities are more important.\"\r\n<\/div>\r\n\r\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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This aligns with where many global talent leaders are heading: hiring not for today\u2019s skills, but tomorrow\u2019s capability.<\/p>

Franko concludes with a message to other talent leaders:<\/p>

\u201cEach organisation should choose the tool that truly fits them. For us, Clevry is scientifically strong, easy to use and scalable internally.\u201d<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Platform demo<\/b><\/h6>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Book a demo<\/b> <\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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And see how Clevry can support your recruitment<\/b><\/h6>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Customer story Daikin Middle East & Africa Building a data-driven leadership pipeline with Clevry Daikin Middle East & Africa is one of the region\u2019s fastest-growing HVACR (Heating, Ventilation, Air Conditioning, and Refrigeration), providers, with ambitions to lead the market across the UAE, Saudi Arabia, Qatar, Egypt, Morocco and beyond. As business growth accelerates, Daikin is […]<\/p>\n","protected":false},"author":16,"featured_media":56236,"parent":1317,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-56212","page","type-page","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nDaikin Case Study - Clevry<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.clevry.com\/nl\/resources\/case-study\/daikin\/\" \/>\n<meta property=\"og:locale\" content=\"nl_NL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Daikin Case Study - Clevry\" \/>\n<meta property=\"og:description\" content=\"Customer story Daikin Middle East & Africa Building a data-driven leadership pipeline with Clevry Daikin Middle East & Africa is one of the region\u2019s fastest-growing HVACR (Heating, Ventilation, Air Conditioning, and Refrigeration), providers, with ambitions to lead the market across the UAE, Saudi Arabia, Qatar, Egypt, Morocco and beyond. 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