We work with organisations across a whole spectrum of activities. Here are a few examples of our work that demonstrate how we have helped organisations create long term success through investing in their people thoughtfully and strategically.
 

Improving Self Awareness through Coaching

The Business: Science and Technology Company
The Project: To motivate and retain senior managers by focussing on their personal development.
What we did: Over a 15 month period we coached 11 senior managers.
Participants attended between four and seven one on one sessions to explore their leadership skills and abilities in relation to their work, home and community life.
The Impact: The programme helped the participants:
  • To prioritise their personal development needs
  • To set themselves development goals and targets
  • Become more aware of the differences they have with others
  • Raise their morale.
The Feedback: “The coaching was perfect for me as it came at a time when I was dissatisfied with my current role, yet unclear as to what exactly my core principles were or where I wanted to go. It helped me formulate an action plan for progress and I am now clear on where I want to go”

“It is an effective way of taking a step back from day to day work tasks and working on your own development from a new perspective. It helped me become more conscious of my own values and the way these lead me to respond in specific pressurised situations.”
 

Identifying Talent Effectively

The Business: Global Manufacturing
The Project: To enable the business to accurately and objectively identify talent across all locations.
What we did: Using the four step framework we developed and implemented a tailored talent identification and assessment process. The process used a combination of data gained from the company’s performance appraisal system along with information gained from line managers during facilitated local review sessions. Training for managers was provided and covered topics such as understanding psychological biases and differentiating potential and performance. The data was presented to senior managers using a performance versus potential grid. This enabled an open and productive discussion about the talent in the organisation by grade, location and function.
The Impact: The programme has helped the business:
  • Create a clear picture of talent across their locations
  • Make informed decisions about internal promotions and attendance on leadership development programmes
  • Make employees feel valued and respected
  • Maintain employee turnover from resignations at 4% annually
  • Provide an impetus for the effective and swift management of underperformance.
The process is entering its third year of operation and is now allowing the organisation to identify future talent shortages.
The Feedback: “I think the talent review process forces us, as managers, to take a step back and really think about each person within our organisation. It makes us take the time to review each individual’s performance, their capability and their specific development needs. Through this process we can build a more sustainable organisation through the early identification of candidates with the capability for succession into key roles; ensuring that improvement plans for candidates with performance issues are put in place, whether this is due to capability or motivation; and not losing sight of those within our teams who do a ’solid’ job and make a very valuable contribution, but do not aspire to progress.”
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