Individual Assessments

Definitions:

Below we have provided definitions for the instruments described in the table above.

MBTI:

The MBTI reports preferences on four scales:.

15 FQ Personality Factor:

The 15 PQ provides feedback on the following personality factors: The person's personality factor can be described on a continuum between e.g. factor A: being extroverted vs. introverted.

factor table to go here...

Bar - on EQI

Emotional Intelligence is the ability to understand and manage yourself, your emotions and your impact on and relationship with others. It is also the ability to craft a plan to improve areas of the self and to actualise your full potential. Bar – On EQi provides feedback on an overall score for EQ (all subscales), as well as Intra- personal EQ (relationship with self), Interpersonal EQ (relationship with others), Stress Management score, Adaptability and General Mood

LAQ - Leadership Assessment Questionnaire

Subsequent to these psychometric tests we also provide another approach to enable increased self – awareness. It is a questionnaire on Leadership intentions and situations as well as an opportunity for the team member to provide his/ her life story and how it relates to his leadership style. (LAQ)

We prefer to take an individualised, self – reflective approach to the development of Leadership. In stead of focusing on generic leadership characteristics we would like to suggest an individualised approach. This approach enables a leader to comprehend the causes for his / her behaviour.

We designed a questionnaire to elicit the leadership intentions and his/her life story with specific reference to incidents that impacted his leadership development. The instrument relates to a critical incident interview and therefore the results are qualitative. We do analysis on the responses and utilise a reflective listening technique to formulate leadership implications. Various Leadership models, relevant experience and literature have been consulted to provide practical guidelines for growth to the individual leader, given his/ her unique leadership development process. We draw up a report to indicate the leadership strengths and development areas. We also mention the individual’s drivers and emotional triggers. This leads to deeper insight into the psychological functioning of the leader.

This is an unique service offering and we are not aware of any other service provider that also does this qualitative analysis on leadership intentions and leadership development from such an early age.

We provide feedback on:

• - Leadership intentions and aspirations
• - Leadership qualities the person admires
• - Perceptions on ideal leadership the person strives for
• - Ideal followers for unique leadership style of individual
• - Interpersonal interaction strengths and development areas
• - Conflict handling
• - People leader projects on to that influences relationship
• - Behaviour patterns that make the leader ineffective and how to improve
• - Suggested reading and courses to improve leadership style

Should there be a need we are also available to facilitate feedback on the report and provide coaching on action plans to address the development areas.

The questionnaire takes about three hours to complete. It is recommended that the leader does it in one sitting.

We are able to draw up a group report, based on the reports of the individuals. This report can be utilised in a team intervention.

CPP: The Cognitive Potential Profile

CPP provides feedback on:

• - Cognitive Styles
• - Current level of Cognitive Functioning
• - Strengths and Development areas.

It is computer based and takes about 2 hours to complete. The report is ready within two days of assessment.

CPA: The Career Path Appreciation

CPA assesses a person's current as well as potential working capacity (in terms of cognitive complexity) and cognitive style.

CPA focuses on how individuals prefer to exercise discretion in a work context and the kind of decision-making complexity they appear to be comfortable with. Complexity may be defined in terms of the number of different variables operating in a specific work context, the clarity and precision with which they can be identified and their rate of change over time. The CPA is merely an appreciation. Capability may be defined as that decision-making process a person engages when knowledge and experience do not suffice.

The CPA process creates mutual benefit for the individual and the organisation. There should be as good a match as possible between the person’s capability and the responsibilities with which he is entrusted. When this balance prevails, the person experiences a flow of energy resulting in positive contributions to the company and an enthusiastic employee.

When there is a mismatch between responsibilities and capabilities, both the individual and the company suffer. There are many ways in addressing the mismatch e.g. training and development, redeployment etc.

CPA uses a model for explaining work called the Matrix of Working Relationships. There are seven levels of work each with a specific value-adding theme and each concerned with providing a unique contribution to the organisation.

Level I work is concerned with Quality, Level II with Service and Level III with Practice. Together these three levels form the Operational Matrix and are concerned with Service Delivery. It is the economic engine of the organisation and must work effectively for the organisation to be successful.

Levels IV and V belong to the Organisational Matrix and these are the levels of the organisation responsible for setting Strategic Intent (Level V) and Strategic Development (Level IV) which represents identifying the means to achieve the intent. Level IV Strategic Development management is the first level of the Organisational Matrix of Work, which is described as being the domain of work actively involved with creating added value for the future work.

Levels VI and VII belong to the Strategic Matrix and these are the levels of the organisation responsible for Corporate Citizenship (Level VI) and Corporate Prescience (Level VII).

The work in the Strategic Matrix is to create and sustain a shared future for people with diverse value systems within the socio-economic environment and is being described as being the domain of work in value systems.

360 Leadership Assessment

We propose a 360 assessment, where the leader completes a questionnaire about his/her own leadership behaviour and where 4 other people, usually his manager, a peer and 2 followers complete a questionnaire about the leader's observable behaviour. We provide a comparison report to the leader on his and others' perceptions.

The constructs revolve around three Leadership Leveraging Roles:

Creating Purpose:

• - Inspiring others
• - Clarifying team goals
• - Displaying a sense of purpose
• - Communicating the organisation's vision

Creating processes:

• - Initiating change initiatives
• - Organising abilities
• - Clarifying roles and responsibilities
• - Creating opportunities for review

Connecting people:

• - Promotes cooperative relationships
• - Empower others
• - Consistency in behaviour creates trust
• - Handles conflict effectively

We provide an overall score for leadership as well as the composite scales and the subscales. We usually conduct this assessment pre- and post the Leadership Leveraging Roles Assessment.

Management of Diversity: 360 degree Assessment

Usually the person will be attending the ground-breaking course on Manage Workplace Diversity and in preparation his/her current Diversity Management capabilities will be assessed, or post the workshop to assess improvement. The questionnaire is designed to identify existing strengths and development areas. The results will be shared with the person at the workshop and we are able to focus on specific development areas. A comparison report is given on the individual's perception and others' perceptions. Usually a peer, the individual's manager and two subordinates complete the questionnaire.

Composite scales:

• - Encourage cross- cultural communication
• - Use own individual behaviour as a role model for others to demonstrate respect for diversity
• - Assist and coach colleagues in ways of accepting diversity
• - Recognise and use the skills of a diverse workforce to enhance performance of the department
• - Promote the benefits of a diverse workforce to colleagues
• - Recognise workplace problems that arise from diversity issues
• - Use coaching and mentoring to assist colleagues to work successfully in a diverse environment
• - Develop planning and work practices in a manner that shows respect for workplace diversity

SQ: Spiritual Integration and Development

We are able to provide an assessment of a level of spiritual growth and style.

The questionnaire and report are designed to support spiritual discovery.

It can assist the individual to analyze and understand reactions to events in his/her life and religious experiences or practices. The report may point towards possible directions for revitalization. The individual will gain more insight into him/herself and in the process find more options for his/her spiritual life, to make it more meaningful. He/ she will also gain insight into why certain aspects of his/her spiritual journey are so very easy or difficult. He/she will be able to place him/herself where he/she is more receptive to God - more responsive to what God has in mind for him/her. We use the metaphor of “Life’s journey” as described in Proverbs – everyone travels down the path of life, and wisdom is necessary to secure success. We take the individual’s past religious or spiritual experiences, life story and current stage of life into account.

We share with the individual his/her strengths, current spiritual needs, potential traps and growth strategies.

Portfolio of Evidence

We designed Assessment Instruments that require a portfolio of evidence to assess the following Unit Std’s:

We provide the following:

Aligned Training Program	NQF Level	Number of credits
Fair Disciplinary action: - Unit standard: 10985 - Conduct disciplinary hearing	6	5
Confidently preparing and presenting your labour case at CCMA - Unit standard: 114224 - Demonstrate and apply an understanding of the CCMA rules	5	3
Apply case law precedents to labour matters (Update) - Unit Standard: : 114224 - Demonstrate and apply an understanding of the CCMA rules	7	4
Leadership - Unit Standard: 14046 - Lead subordinates to support the strategy of the organisation	4	4
Teambuilding - Unit Standard: 15237 - Build teams to meet set goals and objectives	5	3
Emotional Intelligence - Unit Standard: 15094 - Demonstrate insight into the application of theory of emotional and spiritual intelligence in personal development	5	5
Conflict Resolution - Unit Standard: 117845 - Restore and build relationships in dealing with conflict	5	8
Change Management - Unit Standard: 115407 - Apply principles of change management in the workplace	5	10
Diversity: - Unit Standard: 7881 - Manage workplace diversity	6	5

Mentoring or Executive coaching

We challenge existing paradigms and their impact on behaviour. We believe that performance is influenced by more than the cognitive abilities of an individual. It is profoundly impacted by emotional intelligence, maturity and attitude. We assist executives to translate insight into desired behaviours.

The Mentoring/ Executive coaching process is designed to enable personal growth and development through self-awareness. With growing insight and self awareness, decisions and responses will become less habitual and will be driven more from conscious choice. As such, the results of the Mentoring process have a direct bearing on how individuals experience and manage the challenges they face at work.

Although knowledge, skill and self – awareness each as a facet of leadership is valuable, true competence lies in the relationship between all three. Combining self awareness with knowledge and skill, enables individual effectiveness to grow and develop over time.

The mentoring process’ objective is empowerment of the protégé. Internalizing the mentoring role as an internal voice in the protégé, enables sustainable growth for the individual and ultimately other complex systems - relationships and organisations.

Our Approach

Our approach is providing a safe space for incumbents to learn and manage implicit strategic tensions. The demands on the leader can be so intense that only a confidante outside the career progression, politics and dynamics of the organisation can provide the objective support necessary in times of severe change and transition.

Our Process

Phase one:

Set clear objectives for the mentoring and provide structure and a feedback process. Compile a profile to reveal specific development areas (e.g. impulse control or assertiveness – emotional intelligence dimensions), which could provide objectives for the mentoring process. Administer the Bar – On Emotional Intelligence Inventory, and or MBTI (Myers – Briggs Type inventory), depending on the need of the protégé. Integrate information into a detailed development plan.

Phase two:

Mentoring/ Executive coaching sessions: Two hours every two weeks.

Phase three:

Review progress after 4 sessions. Mentor and Protégé give feedback and clarify expectations. We could also have a meeting with the manager to keep him/ he updated, should it be required. After review we will contract for another 4 sessions, if required. Process could be described in the following way:

Two hour mentoring session (Usually every two weeks) You need to book at least 4 sessions initially.

Illustration on what happens during Mentoring / Executive Coaching: