This tool, which uses feedback from employees, was developed t o help organisations identify the critical gaps between where they are currently and where they want to be. Strategic and effective actions for improvement are developed from an analysis of the results.

Unlike a typical employee climate survey, this intervention covers the Strategic dimensions of sense of common destiny, managerial leader ship, core competencies, human resource management, along with processes and interfaces, and individual factors.

Facilitation expertise is provided to help senior managers develop an effective change vision and strategy, analyse the key stakeholders as well as draft a change management roadmap to create and sustain the impetus for change.

A holistic approach is taken in which all key components of change such as process, structure and people variables are considered.

This intervention is designed to impart an indepth understanding of the corporate values and enable employees of the organisation to embrace and internalise them.

A comprehensive approach is taken in which corporate values are translated into specific behaviours. Gaps for improvement are identified at organisational, departmental and individual levels. Appropriate reinforcement strategies will be institutionalised to ensure that the values are practised daily.

These organisation-wide initiatives focus on nurturing the mindset to excel in a changing world and suppor t the organisation in achieving its vision, mission and business goals.

The approach taken emphasises individual readiness for change, and cultural transformation to achieve the organisation’s strategic goals and objectives.
 

Facilitation expertise is provided to organisations for their strategic planning meetings and senior management’s Away Days. This includes helping the management team review or formulate their corporate vision, mission, values and goals, as well as determine how best to move the entire organisation toward realising them.

The framework and methods can be customised to meet specific organisational requirements.

This intervention is targeted at managers and executives. It involves either collecting and analysing multi -rater feedback on their managerial styles, or benchmarking them against a Leadership Effectiveness framework. In addition, targeted coaching, using specific development plans, is provided.

The intervention can be customised to meet specific organisational requirements, and the instrument is available in both paper and web-based formats.
 

Individualised coaching for managers is provided for those who wish to acquire or hone their skills in managing self, managing others as well as managing performance.

The coaching process involves diagnosis, discussion, action planning and review, and is very much learner-directed. The methodology and coaching expertise are also culturally relevant to Asia.

Excellent service from the heart, owning customers’ concerns, solving issues resourcefully and serving customers’ needs as a team, are critical components in this intervention. Care is taken to develop supporting organisational practices and systems that reinforce and sustain such a culture.

Experienced and multi-lingual facilitators are able to advise senior management on the implementation of this intervention as well as engage with all levels of employees. Identifying and tracking appropriate performance measures for "customer service heartware" are also used to develop the organisation’s culture for competitive advantage.

The deliverable for this intervention is a comprehensive set of competencies for all key job functions. These competencies can be integrated with the HR systems, and the framework customised to meet organisational needs.

This involves the design of a system for identifying learning needs, and development of a total learning pl an that is aligned with the corporate objectives. In addition, procedures are established to assess learning effectiveness and its impact on corporate results.

The learning needs analysis can be aligned and integrated with career development as well as selection and recruitment process using a competency-based methodology.

This intervention aims to establish a performance-reward culture t hat links individual performance objectives to the organisation ’s mission, strategy and business plans. Expertise is provided to examine and improve an existing performance management system.

Performance, competency and potential appraisal can be integrated into an effective performance management system. The methodology to assess competencies and potential to a high degree of objectivity is also included.

The aim of this intervention is to provide the building blocks of a sustainable innovation and learning culture.

The approach is three-pronged: equipping employees with critical and creative thinking skills; enabling managers to encourage and harness the innovation process; as well as establishing supporting practices and removing barriers to learning.

Existing work processes are reviewed at a cross-functional level so that areas for improvement are identified. This intervention works best with inter-departmental groups so that they can put together Business Activity, Work Process and Human Capability Maps that run throughout the organisation.
 

Critical "disconnects " and "bottlenecks" in cross-functional processes are identified, together with specific improvements to be made. The outcome is increased efficiency and reduced bureaucracy in the organisation.

This involves either designing a completely new system, or improving an existing process, to systematically develop high-potential staff in an organisation. Effort is made to help these individuals identify their career aspirations, strengths and weaknesses, as well as develop their personal career development strategy.

The competency-based framework can be customised to meet the organisation’s specific requirements so that high-potential individuals are systematically developed to meet organisati onal challenges and individual development needs ie. succession planning.