Finding the Next CEO
Chief Executives often find it difficult to choose the individual who will one day succeed them. Delays in decision making can result in in-fighting, time wasting and political positioning amongst the top team. We worked with the Managing Director of Safeways (Australasia) to assess each member of his team.
As a result of this work, the MD made an informed decision about who was to succeed him. This decision had unilateral support and backing from his top team because it was objective and based in reality. The choice was not the obvious one (or indeed the original choice of the MD) and resulted in a change of style and direction which benefited the entire business.
Contact us to get a copy of our Best Practice Recruitment and Selection Checklist as the first step in determining how well you are doing against the very best.
Creating Sales Leads for an Online Information Service
A dominant supplier of legal information needed new sales leads in customers and prospects where it had not been able to sell their premium online information service.
We took a radically different approach and created a direct mail campaign that explained the value proposition in detail. We also targetted multiple partners, who are the decision makers, in each law firm.
This created a conversation within the lawfirm and elicited a 4.5% enquiry rate. With some focused follow up the total leads created were 15% of the total audience. The results of the campaign are up 70% on sales over last year.
Helping Ease the Pain of Redundancy
Many large organisations lack clarity about the capability of their staff and their ability to deliver to their objectives. Our client, a non departmental public body, was undergoing a large scale reorganisation from top to bottom involving new roles, new structures and a change in focus.
The competency framework that we developed with the client provided the basis for assessment of all roles in the organisation. Using this framework meant the assessment was undertaken in a professional, consistent and fair manner using criteria based on the future organisational model.
This work is ongoing but the resulting organisation will be leaner with individuals better matched to their roles and better able to deliver to their objectives.
Renaming, Rebranding and Relaunching an IT Business in 11 weeks
A software company selling highly complex risk management software to financial services insitutions had an urgent need to present a new face to its' clients and to their investors to reflect their new strategy.
The brief was to "get it done". With tight project management and by working with specialist agencies we were able to run several parts of the project in parallel.
The client was able to launch on his deadline with a new brand, stationery, website, email templates and even office signage. This allowed the annual results to be presented in the new format and help launch the new strategy to the investors.
Improving Recruitment and Selection
After a recent reorganisation, the HR function of this regulatory authority was now required to undertake recruitment and selection, previously the domain of an in-house specialist.
Complexity of employment law and a tight local employment market made it imperative that recruitment and selection practices reflected industry best practice and that everyone across the organisation, including HR staff, had the necessary skills to make effective recruitment decisions. We worked with the organisation to identify key gaps in recruitment and selection procedures and trained HR Business Partners and line managers in structured interviewing techniques.
As a result, quality of recruitment decisions increased leading to lower turnover, shorter vacancy periods, and more highly motivated recruits.
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