Magazine - JvR Psychometrics Assessment Catalogue

July 2012
JvR Consulting Psychologists
An Overview
1
Sustainable PEOPLE Performance
4
The JvRC Core Service Areas:
ith its rich mineral resources, wildlife and
natural beauty Africa is a unique and facinating
continent. The real magic of Africa however lies
in its people!
The name of our magazine, Ukwanda, is a
Xhosa word for ‘growth’. As psychologists we
support the growth of individuals, teams, organisations
and communities by sharing knowledge, developing
interventions and doing rigorous research. This
magazine provides you with a selection of information
sourced from all over the world to illustrate how a
knowledge partnership without boundaries can help the
field of Psychology and the people it serves, to prosper
and grow.
This premiere edition of Ukwanda showcases
Jopie van Rooyen and Partners and JvR Consulting
Psychologists’ perspectives:
Jopie van Rooyen and Partners as
psychological test providers in Africa selected a range
of articles from our international business partners
for your interest. Topics covered include leadership,
management,entrepreneurial thinking, engagement,
emotional investment and biofeedback. South African
perspectives on safety and integrity, work done in Africa,
the project on the History of Psychology and numerous
research studies and initiatives are also included.
JvR Consulting Psychologists share with
you their philosophy and methodology regarding
assessments, facilitating skills development, or
planning and implementing psychological interventions.
We hope you find their views of Consulting Psychology
in the workplace interesting and informative.
Enjoy the read!
Grant & JOPIE
JvR Consulting Psychologists
johannesburg
+27 11 781 3705/6/7
cape town
+27 21 913 0541
www.jvrconsultingpsychologists.com
Assessment Services
HOW WE DO IT
OVERVIEW
typical applications
Case Studies
Skills Development Services
OVERVIEW
HOW WE DO IT
typical applications
Case Study
Process Consulting Services
OVERVIEW
HOW WE DO IT
typical applications
Case Studies
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9
10
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11
Management & Professional Trainee Scheme
17
Some of Our People
18
Partners Around the World
20
Important Return on Investment Highlights
20
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6
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ACKNOWLEDGEMENTS
I would like to acknowledge, with great respect and appreciation, the people who have
contributed to the JvR Consulting Psychologists’ portion of JvR’s Ukwanda magazine. Each
one has offered of their knowledge and experience to make the Ukwanda worth reading.
A firm of Consulting Psychologists is as good as its people. It is a rare privilege
to work with people of such significant talent, commitment and kindness as my colleagues at
JvR. We also have an extensive network of partners and affiliates whom we value greatly.
Our business exists to provide excellent, professional psychological services to
our many clients and we acknowledge their contribution to our business and to those who
gave us permission to use our work with them in articles and case studies.
It takes a great deal of work to produce a magazine like this. Our brand
consultant, Christine Storey of Wrappa and our in-house graphic designer, Morne Stander,
have done a superb job to put everything together with a generous helping of creativity and
flair.
Finally, thank you The Reader, whoever you are, for taking the time to read about
what JvR Consulting Psychologists is, who we are and what we do. We invite you to engage
with us on anything that grabs your interest.
ONE
t is not money, technology or infrastructure that drives
performance, it’s the engaged and capable PEOPLE who do.
We believe that all PEOPLE are:
• Entitled to respect and dignity
• Unique human beings, with unique circumstances
• Capable of growth and development
In every sphere of human endeavour, PEOPLE reach their goals and
beyond when they ENGAGE with others, in thought, emotion and action.
They achieve when they ENGAGE with resources like technology, money
and infrastructure to drive forward the boundaries of what is possible
and how things are done.
Our approach
Psychology is the science of human thought, emotion and behaviour.
As Consulting Psychologists, we apply the principles and methods of
psychology to supporting PEOPLE in dealing with the demands of life in
TWO
the 21st Century. As applied psychologists, we seek to not only diagnose,
explain and predict, but also to provide real PEOPLE SOLUTIONS. We
play a leading role in facilitating PEOPLE’s progress and performance.
Our clients may be individuals, teams, organisations and communities.
We:
• Work with our clients, acknowledging that they are the foremost
authorities on their requirements
• Use scientific methods to ensure a strong foundation of evidence in
our work
• Employ qualified and experienced professionals to improve our
ability to help our clients to ENGAGE effectively and to yield
successful outcomes
Client benefits
Through our participative and focused efforts we believe our client
systems will benefit in the following ways:
• Enhanced clarity of purpose and vision
• Improved change alignment and agility
• Achievement of desired outcomes
• Continuous learning, adaptability and growth
• Increased emotional, social and psychological well-being.
Vision
Our vision is to be the leading firm of Consulting Psychologists, providing
integrated and holistic psychology-based solutions to individuals,
groups, organisations and communities.
We strive to:
• add value for, and with, our clients
• be a preferred partner
• be an employer of choice
• grow a healthy, sustainable business
Our values
Our values drive the way we do things at JvR and we seek to live and
share these values in our everyday practice.
• Striving to delight clients: As partners to our clients, communication
and delivery are at the heart of everything we do. We listen. We
question. We listen. We deliver.
• Growing and developing continuously: We actively drive
professional growth and development of our PEOPLE and of our
products and services, for the benefit of our clients and our company.
• Embodying the ethics of psychology: We appreciate commercial
realities in both our own and our clients’ businesses, whilst
maintaining our integrity and adhering to the highest ethical and
professional standards.
• Being a good corporate citizen: We are part of the country and
the communities within which we live and work. We consider good
corporate governance and our contribution to society as an integral
part of our core business.
• Working as a team: We encourage our PEOPLE to work together to
bring the best solution to the client.
Sustainable PEOPLE Performance P4
July 2012
THREE
Sustainable PEOPLE performance
Our Sustainable PEOPLE-Performance model illustrates the essential aspects for creating a relevant, sustainably successful organisation through
PEOPLE.
Supporting the SPP Model are our 3 Service Lines:
• Assessment
• Skills Development
• Process Consulting
The 8 areas of the SPP Model that must be attended to in an integrated way to create the right circumstances for sustainable
PEOPLE performance are:
1. Leadership
5. Structures, systems and processes
Leadership is about orchestrating sustainable performance through
PEOPLE, creating the right conditions for them to exceed expectations.
Together with organisational culture, structures, systems and procedures
define how effectively and efficiently organisations operate.
2. Strategic positioning and goals
6. Integrated talent management
Navigating the uncertainties of the 21st century requires a clear sense of
organisational purpose, vision and direction as well as clear, manageable
goals.
This involves connecting, cultivating and conserving PEOPLE so that
they live the values of the organisation, they are competent to do their
work right now and in the future, and are engaged in doing it.
3. PEOPLE strategy and goals
7. Performance
Creating and sustaining an organisation staffed with the right PEOPLE,
who consistently make the right decisions and deliver the right quality
of work is essential.
Progress towards individual, team and organisational performance goals
must be monitored and PEOPLE rewarded appropriately for performing
well.
4. Values, culture and climate
8. PEOPLE analytics
A strong and appropriate values-driven organisational culture is a
defining characteristic of organisations that are able to remain relevant
and successful.
PEOPLE analytics identifies critical variables from the strategic, tactical
and operational context of the business and links them together in
terms of empirical relationships, providing intelligence on the state of
PEOPLE performance.
FOUR
July 2012
Over time, our psychologists have found
that we can assess an individual’s ability to
navigate complexity and ambiguity, to manage
themselves and their relations with others
effectively by including assessments of:
• Specific cognitive abilities and levels of
complexity
• The “Bright side” of personality - the daytoday behaviours observed by others
• The “Dark side” of personality - possible
problematic behaviours exhibited during
times of stress or fatigue
• The “Inside” of personality – the values,
motives and preferences that underpin
behaviour
• Emotional intelligence -the emotional and
social skills to cope with environmental
demands and pressures
CONTINUES ON P6
The purpose of assessment is
to diagnose, explain and predict
the capability and potential
of individuals, teams and
organisations for a variety of circumstances.
Our assessment offerings are based on sound
scientific theories and world class practice. JvR
Consulting Psychologists makes use of well
researched assessment instruments from test
publishers around the globe.
FIVE
Our view of assessment
When assessing , we adopt a holistic perspective, which means also taking into consideration the nature and demands of the environment on the individual.
From this perspective, we look at the individual’s profile in terms of strengths and challenges relating to how they:
• Navigate complexity and ambiguity
• Manage themselves
• Relate and interact with others
This enables us to reliably, objectively and insightfully provide information into current ability to perform, future potential, developmental areas, specific risk
areas, cultural fit and anticipated dynamics. All our assessment activities comply with local and international laws and best practices.
INDIVIDUAL ASSESSMENTS
For individual assessments, we have access to the best assessment
instruments and methods in the world, including online questionnaires,
role plays and simulation exercises.
Typical applications of our psychological assessment services include:
• Selection of the best applicant for a particular role. This ensures
a person–job fit for every position within the organisation, thereby
identifying competent PEOPLE who meet and understand the
strategic objectives of the organisation.
• Individual and team development needs are identified to provide
learning solutions and opportunities that empower PEOPLE to solve
problems and address constraints.
• Performance measurement determines current level of performance
in relation to the performance levels required of the individual,
team or organisation. Assessment feedback specifying strengths and
development areas provides insight into how performance levels
might be developed to meet requirements.
• Succession planning and career management to identify and develop
future potential and plan career paths for staff, also ensuring that
high potential candidates are appropriately developed and their
career progression is fast-tracked.
SIX
• Leadership development of identified candidates deemed capable
and meeting the required criteria to assume leadership positions
within the organisation. We provide organisations with researchbased guidance on leadership requirements and competency models.
Our focus is on accurate diagnosis, explanation and prediction. Our
specialised systems for analysing and integrating assessment
results enable us to add insight and value in many areas. We provide
comprehensive and integrated feedback reporting that places clients in a
position to fully utilise the assessment information appropriately.
Team and organisational assessments
We provide a range of team and organisational level assessments,
including:
• Team styles and derailers
• Team emotional and social skills
• Change readiness
• Organisational culture and climate
• Organisational effectiveness
• Employee engagement
• Organisational emotional intelligence
July 2012
Assessment in Reality Shows
Situation
A television and digital production company required shortlisted
candidates for a reality show to be screened for psychological fitness.
They could not afford to make a wrong decision when it came to
selecting the final contestants since it could lead to situations where
contestants have a psychological breakdown, engage in violence, or
display self-destructive behaviour. The situation was also complicated
by the fact that contestants took part in teams/pairs and there was a
need to understand couple dynamics under stress and pressure.
Outcome
Based on this empirical research, it is clear that psychomotor skills can
distinguish among operators of machinery in the mining environment
in terms of who is most likely to work safely. Accordingly various
improvements are being made to the pre-selection and selection
processes that will result in fewer accidents among this population
over time. We have also been able to put in place psychomotor test
profiles for the operators of various types of machinery, so as to offer
line management a variety of options in the selection and development
of mineworkers.
Number of Total Injuries
Solution
Clinical Psychologists from JvR Consulting Psychologists designed an
assessment and interview process that included the following: Individual
Clinical Interviews were conducted; completion of the Minnesota
Multiphasic Personality Inventory-2 (MMPI-2) and the Myers-Briggs
Type Indicator (MBTI). From this we compiled an individual risk analysis
for every individual where the results from the interview and MMPI-2
was integrated to provide an overview of the individual’s psychological
functioning and readiness to take part in the show. A Couple Interaction
Analysis was assembled where the difference in personality type of each
couple, in terms of communication, stress management and other, was
analysed.
Outcome
The company was able to make informed selection decisions and we
could support the contestants on an ongoing and pro-active basis when
issues arose or when contestants had to be debriefed when evicted. The
company feels that the process helped them to better manage issues
when they arise, and that it also assisted significantly in reducing the
overall risk profile of the contestants.
QUADRATIC
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4
UNDERREACT
3
SAFE
CANDIDATES
OVERREACT
2
1
SLOW
FAST
0
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200.00
400.00
600.00
800.00
1000.00
1200.00
Figure: vertical axis = the number of injuries/accidents and the
horizontal axis = the number of psycho-motor reactions.
Selection of machinery operators who will work safely
Solution
We collected psychomotor assessment data based on the tests of the
Vienna Test System and correlated this with data on injuries at work in
a sample of 718 mineworkers. We found a direct correlation between
the speed and accuracy of responses and accidents. In most instances
poorer accuracy of responses on a psychomotor test battery show a
statistically significant increase in the frequency of accidents and injury.
The speed of responses had a non-linear relationship with accidents.
By identifying individuals who tend to overreact (very fast responses)
and those who underreact (very slow responses) an improved selection
strategy for safety can be implemented. We also identified differences
in the psychomotor skills that are required for safe operation of the
various types of machinery. This research indicated that approximately
30 – 35% of mine workers already selected into mining environments
are in what we would call a high risk group. This high-risk group is
responsible for nearly 96% of accidents in the mining company.
Leadership Development across Africa
and the Middle East
Situation
Over the past three years, a major ICT company with offices across Africa
and the Middle East embarked on a series of leadership development
programs as part of the Group Executive Development Strategy. Since
one of the aims were to provide delegates with the opportunity to
explore their own leadership strengths and development areas, JvRC was
contracted to assist with the psychometric assessment and individual
coaching part of the process.
Solution
JvRC utilised a best-of-breed assessment battery in order to tap into
individuals’ capability (Career Path Appreciation), personality (Hogan
Personality Inventory), possible derailers (Hogan Development Survey),
emotional intelligence (Emotional Quotient Inventory) and values
(Motives, Values, Preferences Inventory). The assessment results were
also mapped to the organisation’s leadership competency framework.
After comprehensive individual feedback sessions, the information was
used to populate a web-based development plan for each individual,
followed by individual coaching sessions and monitoring of progress over
a twelve month period. Within the parameters of confidentiality, and
with consent from the delegates, further analyses of the data allowed
CONTINUES ON P8
Situation
Safety in the mining industry receives great attention world-wide. A top
mining company was concerned about the ability of machinery operators
working underground to work safely and JvR Consulting Psychologists
was requested to investigate whether the use of assessment
instruments can assist in the identification of individuals who can
and will work more safely than others. The costs of accidents include
injuries, lost production and damage to machinery or infrastructure.
SEVEN
CONTINUES FROM P7
for the translation of the psychometric information into strategic
decision-making data and integration with the existing organisational
talent management output. Specifically, the information was utilised
to explore regional and organisational level differences in areas such
as strategic ability, leadership style, emotional maturity, values, and
results orientation.
Outcome
Delegates found the process insightful and useful for development
purposes. With increased self-awareness and focused developmental
actions they were able to start managing themselves better and work on
the areas they felt would drive their career success. The organisation’s
return on investment lay in the business intelligence extrapolated from
the information allowing them to make informed PEOPLE-decisions at
executive level, as well as analyse the inherent risk and potential in their
leadership corps.
Team workshops to strengthen leadership behaviours
Situation
The general manager of a business unit from a major energy corporation
wanted to optimise the performance of his leadership team. Overall the
team was already performing well, but he requested JvRC to take his
team through a series of workshops over the course of a year focusing on
individual wellness and team synergy. Specifically he wanted to create
an enabling leadership team who would demonstrate the appropriate
behaviour identified (their seven commitments) and coach their teams
towards being responsible employees who contribute meaningfully to
the organisation as a whole, whilst also motivating and inspiring them.
Solution
With input from the leadership team, JvRC consultants translated the
seven commitments into behavioural competencies, and then designed
a 360° tool tapping into these areas. This assessment was utilised as an
ongoing measure to gauge adherence to the leadership commitments
and monitor progress. The aim of the workshops was to utilise
experiential exercises, assessment results, discussion and reflection
to facilitate awareness and growth. The Myers-Briggs Type Indicator
provided insight into the diversity of individual personality types and the
impact thereof on team dynamics.
Outcome
The team reported increased self- and other-awareness and tolerance.
Throughout the various sessions, individual development needs were
highlighted and incorporated into their development plans. The General
Manager felt that his team had a more comprehensive perspective and
understanding of their roles as leaders and the impact they had on their
teams. He also had a deeper appreciation of his team and their individual
challenges which assisted him, as their direct manager, to provide more
focused mentorship and guidance.
EIGHT
Executive Selection Assessment
Situation
A major company in the energy sector needed to appoint an operational
head for one of its most important sites. They knew that an incorrect
employment decision would be a very costly exercise and could impact
negatively on the success and reputation of the business. JvRC was
requested to assist in the selection process
Solution
We proposed a holistic assessment process, tapping into various
aspects of the potential candidate’s functioning and underlying drivers
in order to determine the fit of the individual to the context. It was also
decided that we should be involved in the broader selection process
through taking part in the panel interviews together with international
stakeholders. A thorough analysis of the assessment results provided
a scientifically-based perspective on the gap between each candidate’s
potential and competence against the backdrop of the contextual
requirements. During the panel interviews, the assessment information
was utilised to facilitate questioning and clarify discrepancies between
interview perceptions and reputational aspects of candidates.
Outcome
The interview panel indicated that the process enabled them to get
a more in-depth understanding of each candidate’s strengths and
development areas as related to the role and assisted with the final
appointment decision. We were also requested to provide candidates
with individual feedback on their assessment results for developmental
purposes.
Managing a fully outsourced assessment function
We are very proud to offer a comprehensive, fully outsourced assessment
function to specific clients. In the mining industry, we have a team of
8 PEOPLE who partner very closely with our clients to deliver a value
adding service. Pieter de Klerk is the Team Leader and describes his
experience of managing a fully outsourced assessment function in the
North-West province as follows:
‘A home away from home’ – will probably be the best way to describe,
managing a fully outsourced assessment function for JvRC. Establish
and maintaining a fit-for-purpose assessment function (which includes:
logistics, administration, assessment, feedback and monthly reporting)
for the 3rd biggest multinational company within sector far away from
JvRC’s offices is SPECIAL. For this to take effect and provide sustainable
assessments solutions, it requires a devoted and talented (flexible)
team of professionals. The challenge associated with the responsibility
comes in the form of adapting to daily operational requirements (at 1
home) whilst keeping an eye on the developments and direction (at the
other home). The contentment lies in providing a world class service
offering, whilst being in – house to your client giving you an extra blink of
added value and sustainability (long after the usual consultant has left).
It forces you to think differently and ‘put yourself in the client’s shoes’
more often. It creates trustful and respected working relationships over
time, which forges work satisfaction. Having two homes isn’t all that
bad...
July 2012
ffective skills are knowledge in
productive action - action that
achieves the desired results.
Our Skills Development offerings are based
on innovative, well researched models of
learning and development. We offer our Skills
Development courses to individuals and teams
seeking to develop real skills that will enable
them to realise their potential and reach or
exceed their goals.
The JvRC Competency Framework
Our competency framework is based on
extensive research and is comprised of 6
competency domains.
• Leading – Leaders are the models of how
the organisational culture and values need
to be lived. Leadership agility and resilience
enables the leader to inspire, motivate and
engage those around them for greatness.
Leaders who shape and understand their
own leadership signature, can display true
leadership and are a powerful force in any
organisation.
• Thinking – The development of a strong
thinking ability assists PEOPLE at all
levels of the organisation to think beyond
the present and generate visionary ideas
and opinions about the world around them.
An agile mind creates quicker solutions
– responsiveness in today’s business
environment is a key for decision making
and problem solving.
CONTinues on P10
Our view of skills development
We strive to provide PEOPLE with the
opportunity to develop and practise real
skills that translate to new ways of thinking
and behaving. We have aligned our skills
development workshops with the JvRC
Competency Framework to ensure that
our offerings are context-related so that
PEOPLE can transfer them to their real-life
circumstances. We work with individuals and
teams to build insight, to develop flexibility and
resilience and other emotional and social skills.
We then focus on execution and the ability to
get real world results using these skills. In the
organisational setting, for example, individuals
and teams must be able to navigate the
complexities of the organisational system and
the fast-paced and ever changing demands of
their jobs.
NINE
CONTinues FROM P9
• Communicating – The way messages are relayed between PEOPLE
determines the way we understand one another. A clear
understanding of the message you want to relay and your expected
outcome is critical to building strong relationships and performing
effectively.
• Executing – In a fast-paced world, knowing and understanding
needs to be translated into doing. The translation of action plans
into actions and then being able to manage how this is tracked is an
important skill in handling the conflicting demands of organisational
life. Being proactive and taking initiative forms a critical part of
achieving results.
• Intrapersonal skills – Personal awareness and an
understanding of ones’ identity in the world is a key success
factor to build resilience and navigate the continuous changes in all
spheres of life. This domain focuses on self-mastery.
• Interpersonal skills – Working and collaborating effectively
within a diverse environment, requires individuals, teams and
organisations to build interpersonal intelligence. Through
exploring and understanding team dynamics, empathy and effective
communication, real teamwork emerges.
How we do it
The link between our Skills Development offerings and the JvRC
Competency Domains create a unique way to approach individual,
team and organisational development. Our Skills Development
Workshops take individuals through a phased approach to learning and
change. Throughout the process, we raise the level of perspective and
understanding that PEOPLE have of their behaviour and their impact on
others. This helps to create the desire to enhance skills.
We work through:
• Their current world-view which shapes and defines their behaviour
• Enhancing their views and providing alternatives for their behavioural
repertoire
• Learning about, and practising newly acquired and developed
behaviours
• Promoting transfer of these skills to the person’s real-life situation
Typical applications
We have a range of offerings targeted at different organisational levels.
Although we do have off-the-shelf products, we try to work with clients
to customise or create bespoke skills development solutions as these
improve transfer of skills to the real life situation.
Our Skills Development offerings aim to:
• Embed real skills
• Facilitate learning using a wide variety of techniques
• Ensure accessibility and relevance to each individual
• Practice learned skills in a variety of settings to facilitate skills transfer
Intrapersonal Skills
Interpersonal Skills
Leading
• Enhancing Emotional Agility and Building Social
Intelligence
• Personal Wellbeing: Leveraging your full potential
• Proactive Agility
•
•
•
•
•
•
•
•
•
•
•
•
•
Thinking
Communicating
Executing
• Harnessing Creativity and Innovation
• Strategic Thinking
• Thinking Skills in a Complex World
• Communicating effectively is an integral part of all
of the service offerings
• Managing challenging conversation
• Networking
• Customer Service
• Business Acumen
tEN
Navigating Conflict Effectively
Managing Sustainable Relationships
Networking
The Synergistic Team
Navigating Complexity and Diversity
Facilitating for Success
The Art of Strategy
The Values Driven Organisation
Creating a Powerful Leadership Signature
Situational Leadership
Strategic Management
The World View Experience
The Holistic Coach
July 2012
Company profile
• Integrated communications company
• +2 000 employees
Business situation
A well established organisation deemed it necessary to embark on
a culture revitalisation journey to enhance both individual as well as
company performance. There was a need in the organisation for its
leaders to understand how their own underlying values and beliefs
inform their “behavioural scripts” and how their perceived “behavioural
scripts” shape the culture of their teams as well as the culture of the
overall organisation...
• To discover personal values and enhance personal authenticity through
behaviour alignment and transformation
Benefits
• Created self-awareness around personal values and the extent to
which it aligned with the identified organisational values
• Created self-awareness around how personal values shapes culture
• Provided the participants with self-management tools to positively
shape team and organisational culture
In an organisation, the lack of alignment between employee and leader
values leads to low levels of staff engagement. This can significantly
impact on the financial performance of the organisation and its ability to
deliver services of sustainable high quality. On the other hand, alignment
between the values of the leader and the values of employees leads to
high levels of staff engagement and the pursuit of excellence regarding
the quality of products and services.
Services provided by JvR Consulting Psychologists
Over the course of this project, we provided the
following services:
• Facilitating strategy development and operationalisation processes
• Climate and culture surveys
• Team alignment and development interventions
• Individual leadership development interventions
• Organisation performance system design and implementation
processes
As part of the culture revitalisation process, JVRC was contracted
to facilitate “Building Values-based Teams through Personal
Transformation” tailor-made workshops at an Executive level.
The objectives of the workshops were the following:
• To increase understanding and awareness of values as a foundational
concept for sustainability in the work environment
• To explore the role of executive leadership in a values driven team
and organisation
Other related services provided to the organisation
have included:
• Specific problem-solving workshops
• Facilitation of potential merger processes
• Capacity building interventions at various levels of the organisation
• Psychometric assessments for development purposes
• Assessment Services for Selection and Development
ELEVEN
rocess Consulting is about
assisting
PEOPLE
to
understand themselves and
their environments and to
guide them through a series of steps so that
they achieve their objectives. At the individual
level, this may apply to processes like coaching.
For teams, this could refer to improving team
cohesion and performance. For organisations,
it could refer to implementing an integrated
system for managing talent. Our consultants
work with clients as facilitators, coaches,
subject matter experts or advisors to help
them achieve their goals.
twelve
July 2012
>
purpose & direction
>
STRATEGY
>
>
>
>
>
agility & movement
CHANGE
>
adaptation & growth
DEVELOPMENT
>
>
>
>
>
WELLNESS
>
functionality & balance
results & consequences
PERFORMANCE
>
>
Our view of process consulting
We work with our clients to understand the situation clearly. We then
apply our knowledge and skills to the design and implementation of
a suitable solution. Our consultants work independently but also in
integrated project teams to provide the best solutions for clients.
Typical applications
JvR Consulting Psychologists provides valuable process
consulting services in the following areas:
Strategy
• Scenario planning
• Business strategy development and implementation
• PEOPLE strategy auditing
• PEOPLE strategy development and implementation
Change
• Merger integration
• Culture and climate change
• Organisation transformation and renewal
• Leadership agility and change
Wellness
• Individual, team and organisational wellness assessment
• Managing functional and dysfunctional conflict
• Development of wellness programmes and interventions
• Facilitating improved work-related wellness
Development
• Team and organisational development programmes
• Organisation, work and role design and profiling
• Competency framework design and implementation
• Talent management framework design and implementation
Performance
• Leader and team performance coaching
• Team and organisational productivity improvement
• Design, development and implementation of performance
management systems
• Return on investment research
Case studies P14
• Strategy – Strategy is about identifying, selecting and executing
the right options for an individual, team or organisation, given
their values, unique identity, mission and objectives. The outcome
is for them to be consciously positioned optimally within a dynamic
environment.
• Change – Sustainable success in the human age implies movement
and agility. We work with individuals, teams and organisations at the
human level, to foster the ability to proactively recognise the need for
change and to move to the desired new state quickly and effectively.
• Wellness – Progress and performance cannot be sustainable
without the wellness of the PEOPLE involved. This area can no longer
be ignored or left to ad hoc initiatives, but must be well managed
so as to yield adaptable and resilient PEOPLE who thrive despite the
demands they face.
• Development – The environment within which PEOPLE work
plays a major role in what they do and how they do it. We work with
clients to develop the structural and dynamic aspects of the working
environment to create the conditions necessary for performance.
• Performance – Performance can be defined in many ways but
we view it as the successful achievement, by PEOPLE, of deliberately
set goals. We work with individuals, teams and organisations to
formulate, operationalise, monitor and evaluate progress towards the
achievement of these.
THIRTEEn
Company Profile 1:
• Our client is the 5th largest audit and advisory firm in South Africa.
• This new firm was established through the merger of two legacy firms.
Business Situation
The two legacy firms had been in existence for more than 20 years.
Starting operations as small firms in Johannesburg and the Eastern
Cape, they made the transition to medium sized accounting firms.
The companies had different business models and offered overlapping
but significantly different service lines. The new firm has more than
40 partners and 800 employees based at offices in all 9 provinces. Its
clients include companies listed on the Johannesburg Stock Exchange,
State Owned Corporations and several government departments.
Expectations of the post-merger organisation were extremely high,
with the Minister of Finance calling on the organisation to play a leading
role in the accounting profession and the Auditor General emphasising
the company’s role in innovating, setting standards in the industry and
developing young advisory and audit services professionals.
We designed and implemented the project in the following
phases:
1. Diagnostic evaluation of the legacy organisations, including interviews
with partners, managers and employees, surveys and focus groups and a
detailed consultant analysis
2. Clarification of strategic direction, including clarifying the values,
aligning leadership, formalising the desired future strategic position
of the company and identifying key business and merger integration
priorities as well as metrics for their achievement
3. Assisting with the operationalisation and implementation of the key
priorities, through internal and external communications, facilitation
of the optimal business model and organisational structure, change
management training for identified project champions and specific
leadership development activities
Technical Situation
Over and above the imperative for the post-merger organisation having
to continue to deliver excellent service to its clients, our initial evaluation
identified the following priorities for the integration process:
Benefits:
Our client benefited from this comprehensive and phased
approach because:
• Clarity of purpose, of what had to be achieved and how this would be
done was created among the leadership early on in the process there was a plan
• People at all levels were involved in creating the plan
• Anxiety was reduced through communication and involvement
• The process promoted significant insight into the organisation, its
clients and its people - thinking about and working on the
organisation rather than just in it
• We provided guidance as to the process, that allowed managers and
employees to get on with the business of exceeding client
expectations
• The process, which took around 6 months, assisted our clients to
effectively integrate the legacy companies and position the new
firm to be sustainably successful and to provide valued stakeholder
outcomes
•
•
•
•
•
•
Aligning and mobilising the leadership
Internal and external communication
Alignment of values, formalisation of the new vision and mission
Finalisation of a competitive business model
Structuring the organisation appropriately
Integrating company policies, procedures and systems
Solution:
The work of Michael Beer from Harvard University provided guidance
with respect to establishing a high commitment, high performance
organisation. We paid specific attention to the animating beliefs and
a winning strategy, leadership, learning and governance processes,
strategic performance management, the organising system and the HR
system.
FOURTEEN
Company Profile 2:
• Our client is a healthcare provider in South Africa, providing primary
healthcare, occupational healthcare and hospital healthcare services
• The company employs in excess of 1100 people, most of them medical professionals
Business situation
The organisation was in a state of reasonably rapid decline in terms
of the lack of trust from primary shareholders in the value generated
and its strategic direction. There was only a vaguely defined value
proposition for the majority investors. There was a long history of
focus by the management on inputs and processes, with comparatively
little concern with the (triple bottom line) results arising from these.
Various allegations of poor corporate governance had resulted in the
shareholders calling for a forensic audit of the organisation’s activities. Shareholders insisted that there was a solid business case for the
organisation, but that superb execution of strategy was required for
credibility and sustainability...
all levels and meet the needs and expectations of the stakeholders,
as a basis for action
• Define the key organisational competencies required to deliver value
and operationalising these throughout the organisation
• Creating a framework for the new business direction and objectives,
showing the clear line of sight between strategic positioning,
financial outcomes, stakeholder expectations, internal business
processes and learning and growth imperatives.
Significant changes were made to the leadership team and the process
of turning the organisation around commenced in 2003.
Specific outcomes include:
• An effective, proactive and innovative Executive
• Committee that moved the organisation from its darkest days to
being a viable, well-run organisation
• Significant reductions in real operating costs and patient healthcare
costs, year on year, in difficult and turbulent operating conditions
• A significant reduction in the prevalence of occupational diseases,
tuberculosis, malaria and HIV/AIDS within the workforce of client
organisations for which the organisation won numerous local and
international awards
• Providing demonstrably increasing value at decreasing unit costs
Technical situation
The organisation was faced with a fundamental change of strategic
direction, a new leadership team, the legacy of problematic corporate
governance issues, a demotivated workforce and a rising cost profile.
Our task was to assist the new leadership team to turn the organisation
around. The new leadership team was, itself, characterised by uncertainty
about the future and individual team members’ roles. Some members
of the team were still loyal to the previous management. Fortunately,
the provision of quality healthcare services remained in place and the
organisation continued to deliver good quality patient care, albeit that
many changes were required in the cost profile of the organisation to
make it viable.
Benefits
Over a period of 3 years, the organisation was able to gain superior
credibility with its stakeholders.
Services provided by JvR Consulting Psychologists
Over the course of this project, we provided the
following services:
Solution
We worked with the CEO and Executive Committee over a period of
several months, with a number of workshops which we facilitated to
build a new strategic position and begin the journey to sustainable,
superior performance.
•
•
•
•
•
This included working with our clients to:
• Make clear strategic choices in order to resolve the situation where
the organisation straddled two conflicting strategies
• Shape the business into a focused healthcare company, aligning it
with shareholder expectations
• Build a cohesive leadership team, who would work together
effectively and strengthen organisational integrity
• Clarify a compelling value proposition that would unite the people at
Other related services provided to the organisation
have included:
• Specific problem-solving workshops
• Facilitation of potential merger processes
• Capacity building interventions at various levels of the organisation
• Psychometric assessments for development purposes
Facilitating strategy development and operationalisation processes
Climate and culture surveys
Team alignment and development interventions
Individual leadership development interventions
Organisation performance system design and implementation
processes
FIFTEEn
Company Profile 3:
Strategic Business Unit within a South African Educational Institution, facing:
• High levels of burnout & over commitment
• Lack of work-life balance
Business situation
In an organisational environment many factors may impact on the
overall health and wellness of individuals, teams and organisations,
resulting in increased stress, lower job satisfaction, higher levels of
absenteeism, lack of trust and high mental and physical ill-health
symptoms. The current case study aims to demonstrate the relevance
of utilising Gestalt Coaching principles to improve individual and team
wellness levels in an organisational environment through facilitating
healthy Gestalt formations which will:
• Create sustainability in psychological fitness levels
• Increase team cohesion and performance levels
Wellness was explored and conceptualised from an individual, team and
organisational perspective, within a particular client environment. A
Gestalt approach to coaching was utilised over a period of time to create
awareness and promote learning and change in the experiential domain.
Technical Situation:
An integrated employee health and wellness model provided a
framework for obtaining initial information pertaining to the status of
individual and team wellness respectively. From there, workplace issues
adversely and positively affecting well-being, as well as stakeholder
perceptions that could possibly enhance the contextual understanding
of wellness dynamics impacting on the domain, were identified. Various
methodologies were utilised to explore the journey towards creating
meaningful wholes such as dialogue, exploration, the psychologist as
instrument, experimentation and reflection.
Solution:
Initial diagnostic findings demonstrated that slightly more than half
of the employees were at risk of becoming psychologically unfit due to
energy levels being challenged. However an effective level of resilience
was reported due to the positive use of emotional skills and available
resources, a collegial atmosphere resulting in synergies and working
well as a team, as well as there being a sense of intellectual stimulation
and meaningful engagement with the type of work. The team was
performing well and evidence of respect, co-operation and support
amongst team members, as well as goodwill amongst stakeholders was
evident.
It was found that most members were functioning effectively and
managing daily stressors adequately, although the sustainability of
psychological fitness levels seemed to be at risk. Levers for improving
SIXTEEN
wellness were identified to be i) the ability to exercise an effective worklife balance, ii) the ability to balance work load with available resources,
iii) visibility, credibility and positioning of the division to continuously
provide services and add value throughout the organisation and iv)
divisional leaders’ ability to position the unit strategically and to
demonstrate continuous value, innovation and renewal. Ongoing
improvement in psychological fitness levels as well as team cohesion
and performance levels, were reported throughout the Coaching
intervention. For instance, the team’s average self-reported level of
psychological well-being improved by 83% over a period of 6 months.
Benefits:
This case demonstrates the usefulness of utilising Gestalt principles as
part of a coaching intervention in order to improve individual and team
wellness levels.
As such:
i. The Gestalt coach’s primary goal is to be fully present, creating a
present-centered awareness in the client environment from both a
coach and client perspective. The Coach has the opportunity to act as
mirror for the client, sharpening the clarity of reflection and enhancing
insight, creating client mobilisation.
ii. The relationship between Gestalt coach and client is essential for
any change and growth to occur. Building trust is critical for raising
awareness and creating space for constructive feedback and interaction.
The value of the Gestalt coach in assisting with healthy gestalt
formation at both individual and team level, through facilitation of a
phenomenological experience that promotes well-being and optimal
functioning in various life domains, is apparent.
Further Benefits Include:
• Repositioning of the unit at a more strategic level based on a greater
awareness and perception of its identity and value proposition
• Alignment of leadership mental models towards more effective
team level functioning
• An increase in a ‘subjective sense of wellbeing’ compared against the
same time the previous year
• Increased levels of individual autonomy (enablement and
empowerment)
• Better work-life balance though addressing overtime and leave
utilisation levels
July 2012
JvR relies entirely on the capability and commitment of
our PEOPLE. To ensure the sustainability of our intellectual
capital, we augment our experienced teams with talented
young PEOPLE who have the potential to develop into seasoned
psychology professionals and managers. Over and above the
internships that we offer in psychometry and industrial psychology and
the extensive learning opportunities that we offer to all our employees,
we piloted a comprehensive 3 year Management & Professional Trainee
(MPT) scheme in 2012.
The MPT scheme benefits the company by providing a pipeline
of talented individuals who learn the language of psychology, our
approaches, tools and instruments so that we can continue to delight
our clients.
Some of the benefits to trainees are:
• Completion of a professional internship in Psychometry or Psychology
(if required)
• Significant learning opportunities:
• Applied psychology, including research, innovation,
assessment, learning & development, process consulting
• Management and leadership development training and
exposure
• Business skills development training and exposure
• Rapid vertical progress in the company, depending on their
performance
• Substantive work and remuneration
We are pleased with the results that we are getting from the MPT
programme and will be looking to develop and expand this in the
future. At the end of the day, our clients benefit, the company and the
individuals benefit and the discipline of psychology gains.
Kati Mhone, Management &
Professional Trainee
As a first-year Management & Professional
Trainee (MPT) at JvR I rotate between the
different business units to gain all-round
experience in process consulting, skills
development, psychological assessments
and research. I am also actively involved in new
product development, which offers a great
opportunity for translating psychological
theory and research into practical solutions
serving our clients’ changing needs. Taking
responsibility for challenging tasks from day
1 is a core part of the MPT Programme, and it
has truly accelerated my professional development. It’s a great pleasure
to be working in such a friendly, stimulating environment with a highly
knowledgeable group of professionals who have a genuine passion for
psychology.
SEVENtEEn
Ashley Motene, Intern Industrial Psychologist
Harnessing potential: Forging pathways for
a new tomorrow
Within the context of a developing South
African economy, the value add of industrial
psychology as a dynamic science and
practice focussing on unleashing human
potential, enhancing human performance,
processes as well as work experiences is
noticeable. Considering the South African
context, there is a professional need for
young PEOPLE to be developed and human
potential to be harnessed in a way that
is meaningful to individuals, partnering
organisations and the wellbeing of the
country. I have had the great opportunity to pursue a professional degree
in industrial psychology and gain valuable, practical internship exposure
through the financial support and work experience provided by JvRC. The
greatest personal gain from these experiences has been the growth in my
professional capacity to make a psychologically meaningful contribution
to the lives of others. Ideally, if the gateway to unleashing human
potential and enriching the developing economy is continuous learning
and development, then the pathways of sustainable, meaningful and
collaborative leadership opportunities would need to be forged.
Pieter de Klerk, Team Leader: Psychological Assessment
The core purpose of my position as Team
Leader within the Psychological Assessment
Unit is to provide integrated psychological
assessment solutions to clients. I strive to
meet the desired expectations of clients
through ensuring that assessment centres
(both internally and externally) are well
designed, and aligned to provide competency
based solutions. I have managed to build
and maintain cross-functional synergies
within other JvRC service lines (e.g. Skills
development, Process consulting etc.) which
has enabled me to build on initial service
offering and provide sustainable solutions
to clients. My responsibility further includes identifying and capitalising
on new business opportunities, to ensure a profitable and sustainable
portfolio of clients.
EIGHTEEN
Alex Pires, Team Leader: Innovation
I had the opportunity to be contracted
to the MTN Group Leadership Talent
Management as an external consultant,
working alongside highly skilled individuals
on various influential projects. I was able to
assist in designing and implementing MTN’s
psychometric assessment policy, process,
training programme and competency
framework; 360 questionnaires in line
with MTN’s values and leadership roles;
succession planning models; talent profile
structures and worked alongside their
leadership development programme through
implementing, co-ordinating and analysing
selected leaders psychometric assessment and competency results.
The opportunity assisted me in further understanding the internal
requirements of a client based on their dynamic culture and value
system. Based on a resource I use often, the Harvard Business Review
blog, the importance of delivering a great experience for customers is
through direct involvement and communication (Merholz, 2007) which I
have experienced as a crucial business requirement.
Gareth Hallett, Director: Strategic IT
My mission is to provide JvR with a sound
information technology infrastructure that
enhances its ability to make psychological
products and services accessible to clients
at all times, anywhere in the world. A key
function is to facilitate the development of
software applications which also aims to
make psychology more easily accessible to
all prospective users. Making psychology
accessible, practical and meaningful requires
that I stay abreast of developments in
technology and the advances in psychology.
In terms of product development as well as
staying abreast, the focus of my attention
is that point where the user’s needs, the psychological offering, and the
latest technological tools intersect. As a starting point I utilise Google
Alerts, popular technology sites, and psychology databases.
July 2012
Lauren Davis, Senior Manager: Western Cape
My focus is on establishing JvRC as a
trusted consulting partner in all areas of
our service offerings to companies in the
Western Cape region. I aim to cross the
divide between business and psychology by
ensuring that we offer practical solutions
using the expertise of psychology in a way
that is meaningful and useful in the business
context. I also continuously maintain a focus
on the professional client-focused delivery,
continuous development and wellbeing of
the team of professionals in the Cape Town
area. I attend professional development
sessions, read current research and literature
and utilise the core principles of neuroscience to inform my practice and
continuous development
Dr Renate Scherrer, Director of Operations
The core purpose of my position is to ensure
operational excellence and organisational
sustainability through being responsible
and accountable for co-ordinating and
integrating the work output of the JvRC
service lines in accordance with the overall
company strategy. In order to do this, I have
to manage risk pro-actively and guide a team
of well-qualified and trained psychology
professionals to maintain the balance
between client needs, ethical standards,
innovation, and business imperatives. I
believe that the success of a company is
reliant on the wellness and engagement of
its PEOPLE, and therefore I find it informative and useful to keep up to
date with the latest research and developments in this regard.
Anneke Croucamp, Senior Manager: Innovation, Skills
Development & Process Consulting
In my role at JvRC I aim to conceptually
integrate our approach to our service lines
to create a seamless and real experience for
our clients. As part of a dynamic leadership
team, I strive to practically see the
interrelationships between the individual,
team and organisational dimensions of our
business, and use the learning from these
powerful connections to innovate in the field
of psychology. Through our own agility we
are better able to influence success for our
clients. I like to keep up to date with current
discussions on internet forums like Linkedin
Groups, and reading on a wide range of
topics.
Dr Grant Freedman, Managing Director
My work focuses on positioning JvR as a
leader in the application of psychology to
make a meaningful, positive contribution to
the endeavours of PEOPLE. Together with
our excellent leadership team, I strive to
establish the conditions that attract, nurture
and retain talented PEOPLE and allow
them to best serve our clients. I would like
to be part of reinventing the way in which
psychology adds real value, bringing new
approaches, methods and technologies to
the discipline. I tend to learn best by seeking
out and reflecting on information and keep up to date mostly by talking
with PEOPLE and through internet content aggregators like Google
Currents.
Jamie Hey, Senior Manager: Psychological Assessment
I am responsible for managing the services
and resources of JvRC’s Psychological
Assessment Unit in order to provide bespoke
solutions to client requirements which are
innovative, fit-for-purpose and in line with
current regulatory guidelines and legislation.
Growth and continuous development is a
cornerstone of our department ethos, as
is our emphasis on workload optimisation
and employee wellness. I stay abreast of
industry trends, best practice and cuttingedge developments by attending psychology
seminars and conferences, by holding
membership to committees and societies of psychology professionals,
and through using a range of relevant online platforms and networks.
Leigh Wallace, Director of Business Development
My core responsibility is to identify, lead
and manage cross business unit sales
activities. My role includes interfacing with
existing strategic clients to solidify mutual
expectations of performance and growth,
as well as reviewing emerging markets,
building fresh market ideas and thrusts, as
well as evaluating business opportunities
for new ventures. JvRC professionals aim
to gain a thorough understanding of our
clients’ business to enable us to provide
comprehensive, real PEOPLE solutions
to meet all their needs. Through ongoing
dedication, passion and knowledge, we
aspire to deliver exceptional quality and service to all our customers in
solving their unique challenges. Social media has paved the way forward
when it comes to business networking and staying abreast of these
trends is imperative.
Joan de Villiers, Manager: Skills Development
At the heart of heading up the Skills
Development unit lies the desire to provide
clients with powerful, soundly researched and
practical means to develop their knowledge,
skills and attitudes in areas that are vital
to personal and business success. My role
focuses on managing the operational plans
for the unit and optimising the efficiency of
unit processes and systems. I manage key
client accounts and major client projects.
My role is also focused on project managing
the development of new Skills Development
programmes as well as the facilitation
thereof. I am inclined to learn best through
a combination of theoretical and experiential learning. Therefore I learn
through studying publications, attending conferences and on-the-job
observation and training to gain invaluable experience in putting science
into practice.
NINEtEEn
We regard
positive
return
on
investment
for
our
clients
from
our
consulting
offerings as being
the prime objective.
With
many
of
our clients, we are
beginning to design in
ROI measures upfront
to determine the value that
is added, rather than just adding
it on as an afterthought. Knowing
that we are making a difference is
as important to us as it is to our
clients.
Safety
Our research with a sample of 716
mobile equipment operators in
the mining industry found that
psychomotor assessments can
improve the selection of PEOPLE
who work more safely. 448 of
operators in the sample had at
least one accident at work in the
preceding 5 years. Psychomotor
TWENTY
tests of vigilance and stress
tolerance were found to identify
individuals with up to 105.1%
greater probability of having an
accident at work. Measures of
concentration during repetitive
tasks
identified
individuals
with up to 122.5% greater
probability of an accident at
work. These findings can yield a
very substantial increase in the
number of PEOPLE selected for
training as operators, who are
likely to work safely (defined
as operators who have a 95%
probability of working accident
free over the next 5 years). The
potential cost implication of
these findings (being able to
reduce the occurrence of these
We support clients
in areas where we can
collaborate with our trusted
partners to bring cutting
edge solutions to our clients.
We are proud to say that we
have recently collaborated with,
amongst others, the following
partners:
• A&D Resources, Copenhagen,
Denmark: Executive coaching
for an international freight
company
• Center for Creative
Leadership, Brussels, Belgium:
Leadership and the Future of
Work in Africa
• EasiConsult LLC, St Louis:
Selection of employees who
are less likely to display
undesired work behaviours in
the Metals Processing industry.
We have a staff interchange
programme, where we have
sent employees to the USA to
gain exposure and experience
with EasiConsult.
• State University of Minnesota,
Mankato, USA: ROI research
into improving the selection of
employees who will display
safe working behaviour in the
Mining industry.
• University of the
Witwatersrand, Johannesburg,
RSA: Collaboration on the role
of psychology / psychologists
in dealing with climate
change and sustainability.
448 accidents), was estimated
as being approximately R7bn,
including
lost
production,
medical costs and compensation
and damage to equipment or
infrastructure, in today’s terms.
From a team performance
perspective,
the
greatest
improvements were seen in
Producing Ability (delivery on
agreed targets), which improved
by 11.0%; Integration (extent
to which individuals worked
in a co-ordinated way), which
improved by 9.7% and Infobility
(quality and speed of essential
information
shared),
which
improved by 9.3%. Together with
the improvement in subjective
feelings of psychological wellbeing at work, the increases in
measures of team functioning
made the department a healthier
and more effective place to work.
Individual wellness and
team functioning
A 6 month team coaching
intervention with a 15-person
department at a tertiary education
institution yielded an average
of an 8.3% improvement in the
12-person team’s self-reports of
their work-related psychological
wellness and performance of
the department. The coaching
intervention focused on individual
and team factors, including…