BUILDING A HIGH PERFORMANCE CULTURE

A study conducted by the American Psychological Association shows a significant difference in productivity between average and high performers. At the senior management level, the indications are that this difference is about 48%, and at the middle management and professional levels, about 32%.

We are particularly skilled at assisting clients with roles and job families which specific competencies and skills are difficult to identify due to their dependence on innate traits. Our diagnostic and design approach results in separating learnable competencies and skills from those that cannot be learned, and identifying recruitment, training and assessment solutions to maximize the identification, retention and development of people in these roles and job families	One of the pathways to understanding organizational productivity at the individual job level lies in the ability of its leadership to identify those competencies that differentiate high performers from others. Just in the way that highly successful companies have core competencies that differentiate them from their competitors, so too do high performers. Designing competency models that delineate these differentiators is one of the foundations upon which to build a high-performance, high-profit organization. These models can be used to make selection and promotion decisions and to design training and development programmes for highly talented people.	"There is a direct relationship between people and profits, and that relationship is captured in one word - 'competencies'." Richard H. Beatty 'The great law of culture is: Let each become all that he was created capable of being.' Thomas Carly
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