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CASE STUDIES

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  • Case Study: Job Analysis and Competency Design

    July 25, 2012 | Posted By: | Case Study |

    A global division in American Express recognised it was losing good sales people and had to recruit externally to fill senior sales roles. They sought to introduce clear career paths for individuals to help retain the top performers and provide relevant development interventions to aid their progression. The organisation had already produced a robust global […]

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    Case Study: Assessment and Selection

    July 25, 2012 | Posted By: | Case Study |

    E.ON UK Retail recognised the need to create more value for customers through significantly improving customer service, so that this would become a point of differentiation for customers compared to its competitors. Customer service representatives, led by team leaders and section managers were the first point of contact for E.ON UK Retail’s customers. The challenge […]

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    Case Study: Management Workshops

    July 16, 2012 | Posted By: | Case Study |

    The Leadership Group of the DWP Information Directorate were keen to develop management skills in their managers EO – > Grade 7. The level of instruction (telling) needed to be reduced and the amount of coaching and delegation (asking and working with) needed to be increased. The overall effect of this would be to change […]

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  • Case Study: Executive Assessment

    July 16, 2012 | Posted By: | Case Study |

    For two years I worked with the Department of Education (Formerly DfES) to identify a talent pool from which a steady flow of people with the right competencies could step up to more senior roles either short or medium term. Although the department had a high number of talented staff its existing promotion panel was […]

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    Case Study: Leadership Development

    July 15, 2012 | Posted By: | Case Study |

    Holiday Break realised that they would have to bring in senior leaders outside the organisation to fill vacant roles in the future if they did not take action to develop their in-house talent. External recruitment would be costly exercise and may expose the business to a level of risk given the importance of knowledge of […]

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