are our most important asset. This is a financial
reality in most organizations, and this means that serious
attention and resources need to be allocated to ensure that
the people resources are given the direction
and support needed to do their jobs. For if they do their
jobs well, and in line with the goals of the organization,
the success objectives carved out by the senior executives
can be attained.
of Strategic Planning and Change Management Sessions
Dr. Sayer has designed and facilitated many sessions
to assist companies, or departments in determining their
mandate, vision and objectives for an appropriate future
timeframe. Depending on the organization, the industry and
the key players, the session may require more or less time
spent on the past, future and present realities.
manager and employee understands that change is not an isolated
event but part of the ongoing fabric of a healthy organization.
But at the individual and team level, the wide variety of
personality and interpersonal coping abilities will always
need to be addressed and managed for the changes to be embraced
successfully. Former clients have expressed satisfaction
with a process that benefits from established and effective
planning techniques but which also is customized to address
their particular business direction and issues. This is
not cookie-cutter planning, but rather a drawing
together of the most effective tools for the client.
Report: Facilitation of Strategic Planning Session
of Core Competencies or Behaviour Profiling
Finally, the majority of progressive organizations have
realized how important it is to identify the specific skills
and behaviours that are needed to achieve the business objectives.
First, the organization needs to identify the competencies
that are needed to achieve the vision. Second, these competencies
need to become an integral part of selection and performance
management systems. It is possible for many people to learn
new behaviours, but they cannot do this in a vacuum.
of the biggest ah has of the 1990s
and into this century has been how difficult it is to come
up with a simple set of core competencies. It
is never simple or easy. The advancements that have been
made in the last 10 years have made it easier to find a
variety of already developed behavioural profiles. However,
our experience is that every organization needs to either
create its own, or adapt established, core competency systems.
And those organizations that have done the work have found
it has been worth every bit of time, energy and money invested.
Report: Identification of Core Competencies
for Selection, Promotion and Development
There are a whole host of HR and HRIS systems available
for selection and development systems. The critical part
of introducing or changing a system is to ensure it will
be integrated and used easily by both HR and management
staff. There is no need to re-create the wheel, but there
is a continuing need to train new managers and employees
on the very well established methods for evaluating individual
capabilities and providing targeted support for development