Improving Workplace Performance
ORGANISATIONAL DEVELOPMENT STRATEGY
What does peak performance and under-performance look like?
What are the key capabilities of high performers, and how can we develop other individuals to mirror their achievements?
How can we ensure that we have the right people to deliver when resources are reduced?
How can we better develop managers and leaders to reinforce culture, instill values and motivate in times of change?
How do we maintain the leadership pipeline?
What skill gaps exist and in which parts of the organisation?
Why do skill gaps exist?
Which individuals are performing well and which are not?
Who are the high-potential employees, what do they look like in performance terms and where are they going in the business?
Who has sustainable and change responsive capabilities, and how can we develop other individuals to mirror this adaptability?
How can we deliver the right people in terms of skills, behaviour, values and attitudes against the business plan/strategic agenda?
How can we better develop managers and leaders to reinforce culture, instill values and create a sustainable leadership pipeline?
BEHAVIOURAL GAP ANALYSIS
It provides an analysis of skill gaps in an organisation, department or role.
Analysis helps companies to prioritise their training resources.
Analysis helps with recruitment and training, and it gives management a basis for making business critical resourcing decisions based on evidence.
LEADERSHIP CAPABILITY - ILM72
The psychometric we use to assess leadership capability (ILM72, published by AQR) is unique, and covers all aspects of leadership. It maps across every major leadership model, which means that it works all of the time and in every situation.
We map an individual’s preferred style and we map the organisation’s need in terms of style. That is, we create a benchmark against which individual profiles are assessed. This, in turn, enables us to identify where gaps might exist and, from that, what we need to do to close that gap for individual and organisational effectiveness.
The model is dynamic. All organisations change and evolve over time. Culture evolves, priorities change, the market shifts and each impact on an organisation, affecting the role that leadership plays in moving the organisation forward.
The model and the measure enables us to re-assess an organisation’s and an individual’s needs quickly and accurately in order to ensure that leaders develop effectively against rapidly changing business environments.
It has the potential to be one of the most valuable development tools available to senior management.