An organization is attractive when it develops its people.

We build organizational culture that is both relentless in evaluating independent ideas while providing a safe atmosphere for people to thrive.

Growing your people grows your business.

Contemporary careers require complex interactions which demand abilities that exceed the technical professional skills for which employees are often trained. These complex abilities can be defined in terms of leadership and self-awareness.  We can help you accurately define and target these abilities in order to develop your people so that they maximize theirs as a colleague, leader, and client. We help your employees develop skill sets beyond their technical expertise so they can effectively integrate with the needs of your organization as well as your client organizations.

We unlock organizational potential by developing new and current talent to deal successfully with the increasing complexity of today’s dynamically changing workplace and market environment.

 We do this by focusing on the following areas:

  • Interview management

  • Employee engagement

  • Culture development

  • Job and skills training / Collaborative and cross-functional ways of working

  • Job satisfaction planning

Interview Management

We re-engineer the interviewing process to identify talent most appropriate for your organization. Our interview process starts by interviewing those who manage hiring. We dive deeper to examine what you are hiring for, looking for insights into needs and interests that are often overlooked.  Once a candidate is identified, we institute a 360° discussion to determine the candidate’s self-awareness, growth potential, and leadership potential in addition to their job specific skills. 

When hiring a senior candidate, we recommend more substantial investment of resources that includes conducting a Subject/Object interview to evaluate increasing layers of self-awareness, emotional development and leadership potential.

Employee Engagement

  • Engagement predicts performance.

  • Engagement strongly links to employee retention.

The practice of feedback in a psychologically safe atmosphere, and the regular contribution of ideas from all members of an organization provide the basis for everyone to grow. This message must be relentlessly pursued by leadership.

Culture Development

We practice Developmental Culture technique to define how the organization’s culture creates an impact on each individual’s development. This technique also focuses on developing and integrating highly complex people skills with job skills. This results in significant impacts on leadership growth within the organization.  Developmental culture is a key element that drives learning organizations and high performance teams.

Jobs and Skills Training: Identifying and Coaching for Collaborative and Cross-functional Ways of Working

There are specific skills relevant to each job, which must be identified before they can be effectively trained to the employee’s target skill set.  In the course of developing Jobs and Skills Training modules, we ask the following questions with regard to prospective hires in order to clearly map expectations and set objectives:

  • What specific skills must be accounted for in order to ensure smooth business operations?

  • How does these specific skills ensure the success of the candidate as an employee and a colleague?

  • What are the ancillary skills required for a hire to be successful?

  • In addition to excellent operational skills that a candidate may bring to the job, how effective are they at working with or managing others?

  • How do candidates handle stress, conflict, and prioritizing competing needs that may or may not be related?

In addition to qualifying candidates according to these criteria, we also help your current employee base improve across this spectrum. We use the Immunity to Change process to help each person accelerate his or her leadership skills. We strongly emphasize increasing self-awareness and interpersonal awareness throughout this program.

As part of the coaching process for collaborative and cross-functional ways of working, we help you assess how well your group currently works together, and then use this baseline to define what good looks like, and in what steps your group can achieve new norms of behavior that improve organizational interactions that support profitability.

Job Satisfaction Planning

People development equals job satisfaction.

Organizations that perform well on job satisfaction surveys tend to perform better in the marketplace. * The practice of job satisfaction planning by senior leadership provides employees with a level of emotional motivation to perform that compensation cannot in itself effectively deliver. In addition, job satisfaction reduces turnover and conserves financial and time resources that would be spent when back-filling open positions due to employee attrition.

Well developed job satisfaction initiatives create an ownership commitment to the company on the part of the satisfied employee, and are essential drivers for high performing teams.

The overall process of selecting high performing candidates and training them along with current employees to work as integrated, motivated teams increases productivity and retention. It also increases the satisfaction employees experience in being able to achieve their full potential.

*Danica Bakotić (2016) Relationship between job satisfaction and organisational performance, Economic Research-Ekonomska Istraživanja, 29:1, 118-130, DOI: 10.1080/1331677X.2016.1163946

Detailed analysis showed that the connection between job satisfaction and organizational performance is stronger than the connection between organizational performance and job satisfaction. It could be stated that job satisfaction determines organizational performance, rather than organizational performance determining job satisfaction.

*Saarce Elsye Hatane. (2015) Employee Satisfaction and Performance as Intervening Variables of Learning Organization on Financial Performance

Employee satisfaction and employee performance positively affect the relationship of the learning organization to financial performance.