Category Archives: People Management

Just Do It!

This post originally appeared on the Harrison Assessments blog. For more posts like this, click here.

“I HATE my work!” How successful do you think someone will be at a job who says this? “I don’t care if you hate it, just do it”. How long will this company be operating if this is the most frequent response from the team leader?

The Harrison Assessment’s Paradox Theory predicates that performance and enjoyment are closely linked, because when one enjoys doing something, one tends to do it more willingly and more often. This in turn makes one very competent in that task and thereby more effective in their particular job. Workers who have a great time doing whatever it is that captivates them, will be effective performers and ultimately add to the company’s success!

The key is to find what ‘turns on’ a particular worker and provide an environment where this is readily found and you’ll have a recipe for employee success for sure!

Harrison Assessments’ attraction is that it measures factors such as task preference (for example driving, computers, teaching, researching, manual type of work, physical work, working with numbers), work preference factors (such as outdoors, public contact, repetition), and interest factors (like finance/business, food, science, electronics).

What’s even better is that Harrison Assessments measures an amazing 175 factors which is some five times more than the tests offered by others. Harrison Assessments also boasts an 85% predictive accuracy, able to measure traits that are correlated to successful performance and  measure the presence of negative traits that can be counterproductive to successful performance.

What is the basic difference between “personality tests” and “job suitability tests”? Personality tests may predict that the person is a “nice and pleasant” person but being nice does not guarantee success or great performance on the job.

What are the ‘must haves’ when picking the right kind of assessment ‘tools’ to aid in the hiring process? A comprehensive recruitment tool kit would include a job analysis questionnaire, a profile analysis, a “Traits and Definitions” report, a behavioral impact graph and narrative, a paradox graph and narrative, positive or counterproductive traits of the applicant and probing for weaknesses.

Using a test such as Harrison makes it easier to narrow down the potential capabilities and areas of natural competence on the part of the job applicant.

More specifically it throws the spotlight on four important areas – ability (what he can do now and after training is given), aptitude (ability to gain a skill after training), power (reasoning ability) and performance (relating to one’s experience).

Finding the right candidate for a job is difficult. Using an assessment tool such as the Harrison can help save you time, money and a lot of headaches by helping you find someone who doesn’t say, “I hate this job”. And it will hopefully make it so your team leader does not have to say… “Just DO it”.

To find out more about using Harrison Assessments to find the right people for your business contact us here

New SLICE survey of people strategies in financial advice practices

The second SLICE financial planning survey examines a range of critical issues confronting financial planning practices, topics that challenge practices’ efficiency, profitability and viability.

The SLICE 2 survey provides financial planning practice owners and managers with an opportunity to quickly and easily share their views and insights with their peers, to build an understanding of trends across the sector.

Survey authors, Peter Dawson of The Dawson Partnership and Susan Rochester of Balance at Work, were thrilled with the response to the first SLICE, held in November 2013. Here’s a small sample of the results the survey uncovered:

  • 32% of practices increased their headcount in 2013, with 13% expecting the implementation of FOFA would lead to them employing more staff in the future;
  • 18% use social media as part of their recruitment process;
  • In selecting staff, 21% of respondents always use behavioural profiles and 20% always use knowledge based test.
  • Half the practices surveyed increased their training spend in 2013, but 13% spent less on training;
  • 23% rated the support they receive from their licensee for recruitment and people management as ‘good’ (16%) or ‘excellent’ (7%). A further 25% rated it as ‘satisfactory’.

The second SLICE survey looks at business growth, succession planning and the impact of the proposed chances to FOFA. The survey takes than 5 minutes to complete.

Click here to complete the survey.

When you complete the survey, you will be able to access a copy of the results of the previous survey.

Case study: 360 degree feedback for company culture

accountability

You can download this post as a PDF here: Case Study – 360 for Culture

Late in 2012 we were approached by the HR Director of an SME in manufacturing. The organisation had been through extensive change and renewal. A new strategic plan was in place, as was a set of clearly defined organisational values.

Values
Keen to ensure the values were embedded in the day-to-day running of the business, the executive team decided to use 360 degree feedback. In this case, the members of the executive were to be rated by themselves, the CEO, their peers and their direct reports on how well they demonstrated the company’s seven core values. The values were:

  • Loyalty and transparency
  • Stamina and passion
  • Striving for excellence
  • Responsibility
  • Leadership
  • Unified culture
  • Innovation and initiative

The business had clearly defined and communicated the values to all staff in the organisation. Our task was to put those values and examples of aligned behaviours into an online questionnaire.

Questions
A typical question would look like this:
To what extent does this person demonstrate innovation?
Those who are innovative will –

  • Develop and initiate new approaches, experimenting with different ways of doing things
  • Follow through on their ideas, even when faced with significant obstacles
  • Maintain focus on the desired outcome

In addition to the questions on each core value, two questions allowing for additional comments were added at the end of the survey. These were:

  • What they do well… Please comment on how this person’s behaviour in general demonstrates the core values.
  • How they could be more effective… Please comment on what this person might do to more strongly reflect the core values.

Ratings
For each question, participants are invited to give a rating on the following scale and to add a free form comment.

1    Not at all
2    To a little extent
3    To a moderate extent
4    To a great extent
5    To a very great extent
N/A    Don’t know or not applicable

The N/A option was used to ensure participants were not forced to give a rating if they did not have enough information to do so. Likewise, there was no neutral option. Participants instead chose between options that describe the extent to which the specific behaviour is demonstrated.

Administration
While we were designing the questionnaire, the HR director was:

  • Educating staff on the purpose of the 360 and the process to be followed.
  • Training participants on how to give appropriate feedback.
  • Creating lists of who would be completing the survey. For each manager, there were five peers and five direct reports to give feedback, making a total of twelve responses for each person (including their own response and the CEO).

This pre-implementation phase took about two weeks in total.

Unique codes for each participant, linked to their relationship with the relevant manager, were sent to the HR director for distribution. The HR director knew who had which code, but had no access to the raw data. We knew which codes had been used but didn’t know the names of the participants. By separating these functions, anonymity was ensured.

During the two weeks of the survey, we monitored the responses to track completion. Reminders were sent to all participants a couple of times, to give a 100% completion rate. Responses were also screened for inappropriate language, although none was found.

Results
The survey results were collated and published for initial consultation with the CEO within one week of the survey closing. Following this discussion, copies were supplied to each of the managers, supported by coaching from the CEO and HR director.

Lessons learnt

  • Defining the purpose of the 360 degree feedback survey and how it links to strategy is critical in engaging participants.
  • Good rapport, communication and cooperation between the internal person responsible (in this case the HR director) and the supplier are essential for the smooth running of a 360 degree feedback project.
  • The 360 degree feedback process works on three levels to support company culture building:

1.   Demonstrates to all staff the importance management places on living the values;
2.   Helps individual managers understand how their behaviour in relation to the values is perceived by those around them;
3.   Points to areas for individual and organisational development in line with the desired culture.

More information
The Balance 360 feedback surveys and reports were developed by Balance at Work to complement the Harrison Assessments coaching reports.

UPDATE (November 2014)

Since this case study was written up, we have upgraded to a new software platform so we can now offer you even more flexibility for your 360 degree feedback surveys. If you would like more information, please get in touch.

More places to find our articles

As well as writing this blog, did you know I also write for other websites, e-zines and blogs?

You will find my writing on the Leading Minds Academy, Dot Com Women, Planner Lounge and HR Daily Community websites, with different and relevant articles.

Here are links to recent articles on those sites:

Are you an expert yet? on leadingmindsacademy.com

Are you a creature of habit?  on dotcomwomen.com.au

Ideal traits of paraplanners and financial advisers on plannerlounge.com.au

Top 5 critical skills in shortfall on community.hrdaily.com.au

It’s possible your clients, managers or members could also use this information.

Please get in touch if you’d like to add this sort of content to your own publications, online or in print.

Four simple questions to bring you more referrals

A couple of weeks back, I was eating lunch with a business colleague I’ve known for years when she asked “What is it exactly that you can do for my clients?”

We talk all the time about why ‘referral clients’ are the best clients.  We know why we want them and having clients referred to you is a whole lot easier than cold calling, don’t you think?

Like you, I know we have to be worthy of referrals and prepared to ask for them, but there’s also another step that is often overlooked. The clue is in the question above – a question we might be too embarrassed to ask because we believe we should already know the answer. You know it’s true!

Is it possible your clients and centres of influence could be thinking the same question about you, but are too embarrassed to ask?

Here are four simple questions to help you clarify what your referrers need to know about what you do before they can give you quality referrals. The answers are mine, for Balance at Work.  I hope you can use them as a model your own “Referrer Education Program”.

1.  Who do we help?

Established, professional and successful organisations and individuals who are ready to take their performance to the next level. Our clients:

  1. Care about people;
  2. Made poor choices in the past;
  3. Want to change;
  4. Are open to new ideas and
  5. Committed to taking action.

2.  What do we do for them?

We make managing and leading easier with simple tools and programs that deliver benchmarked performance excellence for:

  • Hiring and promoting staff;
  • Developing and coaching individuals and teams;
  • Measuring and rewarding performance;
  • Managing and developing careers;
  • Planning succession.

3.  How do we do it?

We make people management best practices easily accessible and affordable for any organisation with staff.

  • Predictive, flexible and benchmarked online employee assessments. We pick winners and help our clients keep them.
  • Automated online recruitment processes.  Any size organisation can select staff economically and efficiently with our system.
  • Real coaching for real people and real teams. We listen. We don’t try to push clients into one standard model.
  • Advice based on years of experience, observation, study and continuous learning. We remove the guesswork and uncertainty.
  • Referrals to specialists who meet our clients’ unique requirements. When we don’t have the expertise they need, we send them to someone who does.

4.  Why should they choose to work with us?

As one client told us recently: “You do something others don’t do and you do it extremely well”.  We offer:

  1. Excellence, expertise and experience that make a difference; and
  2. We won’t waste their time, energy or money.

THE BOTTOM LINE:  When you have your answers, let us know. We may be able to refer you!

Looking for fresh ideas? Ask your staff!

The people working for you are an often untapped source of ideas.  Companies such as Google and Apple are renowned for their ability to use this resource.

Are you making the most of yours?

Tomorrow I’m facilitating an annual strategic planning day for a client I’ve been coaching since 2004.  As an established and successful general insurance brokerage with a stable team, you might assume there’s not a lot that’s new to discover.  Yet this firm continues to innovate and improve, based on the input of all the team.

There are two main reasons:  Firstly, they are in the fortunate position of having a team that are all inventive, as measured by their Harrison Assessment profiles.   This means that each team member is both experimenting (with a tendency to try new things and new ways of doing things) and persistent (with a tendency to be tenacious despite encountering significant obstacles).  Secondly, they actually ask for – and listen to – input!

Even if you don’t know all the natural strengths of your team, finding out what they think about how you do business and what could be improved is easy.  This is how we’ve recently helped three businesses to do just that:

1.  Structured interviews with selected staff followed by a briefing for the partners on the key concerns and suggestions.

2.  A simple 3-question email eliciting (anonymous) feedback for the principal on a specific issue.

3.  An online survey with written and verbal reports and recommendations to the management team.  (See this post for more info.)

The overwhelming response in each case was that staff were very pleased to be asked and more than happy to share their ideas.  Using an intermediary such as Balance at Work to facilitate the process can make it more comfortable as a first step towards more direct involvement of your team in innovation and improvement.

Tip:  Asking is the easy part.  Unless you are prepared to put in the hard work of really listening and trying new ways of working – please don’t bother asking.

As always, I’d like to know what you think.  Please share your thoughts below.

What makes a good manager?

What makes ‘a good manager’?

Leadership Management Australasia (LMA) released a summary of the key findings of the Leadership, Employment and Direction (LEAD) Survey in December 2010.

This list of ’22 Characteristics of Good Managers’ makes interesting reading.

How many can you check off for yourself or your managers?

  1. Is trustworthy and open in approach
  2. Clearly communicates where we are going
  3. Gives me the “space” to do my work, but supports me
  4. Listens to and respects my input into decisions
  5. Gives regular and honest feedback on how I am going
  6. Is fair and even handed/makes reasonable demands
  7. Provides the resources I need to do my job
  8. Recognises me for extra efforts/results
  9. Coaches and develops me
  10. Trusts me with challenging work
  11. Supports me in the decisions I make
  12. Takes responsibility for their actions
  13. Helps me with my career development
  14. Has a sense of humour
  15. Provides guidance on how to meet expectations
  16. Sets a good example of work/family/life balance
  17. Respects what is personally important to me
  18. Sees their own job as different but not more important
  19. Involves me in determining my performance measures
  20. Takes my talents into account when assigning work
  21. Openly helps me to resolve workplace conflicts
  22. Helps me prioritise my work

If you missed anything, we can probably help you.

Contact us to find out how.

Thank you to all those who participated in our survey that closed on Friday.

We really appreciated your input. We’ll be reporting on the results in the next post.

Is ignorance really bliss?

“When ignorance is bliss, ’tis folly to be wise.” – Thomas Gray, 1742.

We often hear this quote, but would living by it be a useful strategy?

In business and at work, as in other areas of life, we may experience:

1. Blissful ignorance – not knowing you don’t know.  Often comes before a crisis!

2. Ignorance by choice – you know that you don’t know, but you like it that way!  Examples:  Someone who chooses not to listen to or watch news reports, a manager who doesn’t ask for staff feedback, businesses  who don’t survey their clients.

3. Wilful ignorance – you actually know the facts (unlike 1 and 2 above) but you choose to act as if you don’t know.  Examples:  Drivers who ignore road rules, businesses that survey staff and/or clients then don’t act on the feedback.

Ignorance can be risky, threatening the viability of business and your own peace of mind. Ignorance can cost you opportunities, money and relationships.

What are you ignoring right now?

Here are some examples of how clients have used Balance at Work’s  services to identify their bline spots:

  • Pre-employment assessments and interviewing of candidates
  • Staff feedback interviews and online surveys
  • Team analysis and coaching
  • Professional development
  • Strategic planning days
  • Executive coaching
  • Career counselling
  • Exit interviews

Can we help you?

PS.  Last week, we asked for your feedback on our weekly articles.  This is your chance to tell us what you think, let us know what we could improve and make suggestions for future topics.  A big ‘thank you’ to all those readers who have already given us two minutes to complete our online survey.  We are very grateful to you for sharing your thoughts!

Take the survey now – it will close on Friday 4 February 2011.

We look forward to your feedback!

Top 10 of 2010

We’re ready for a big year in 2011!  Before we get too far into the new year and a new decade, we decided to take a look back and compile this list for you, of the favourite posts from our blog in 2010.

In case you missed any of them, you can read them right now…

  1. 1 in 3 candidates lie.  Will you hire a liar?
  2. One little word you can’t ignore
  3. The most common hiring mistake and how to avoid it
  4. Networking gets personal
  5. When does a group become a team
  6. Looking for some workplace magic?
  7. Banking on your reputation
  8. Wondering what your team’s thinking?
  9. Can you deliver on your Client Value Proposition
  10. Ten top tips from savvy CEOs

We look forward to reading your comments!

December? Already? Really? Really!

It’s common at this time of year for us to wonder where the year has gone…

Perhaps you’re also wondering what you’ve actually achieved this year, especially if you didn’t start 2010 with some clear goals in mind.

As we reflect on the past year and prepare for the next, consider starting a ‘done’ list as well as your ‘to do’ list.  You’ve been working hard all year and it’s a good time for you to pause and enjoy some sense of achievement before you dive into another year.

To start you thinking about your own ‘done’  list, I’ve put together a quick sample of things my clients have achieved in the last year.  I hope it will also be a reminder to them to feel proud of their accomplishments.  (You know who you are!)

Have you done any of the following 2010?

1. Raised money for a favourite charity;

2. Successfully implemented new processes;

3. Discovered new ways to approach work and life;

4. Dealt with challenges that were holding them back;

5. Grew in understanding of themselves and their team;

6. Developed strategic and realistic plans for the future of their business;

7. Mastered regulatory compliance and prepared for future changes in their industry;

8. Recruited and retained staff who are integral to effectively running and growing their business.

What are you most proud of doing in 2010?

Why don’t you take a minute now to write down you ‘Top 3’ achievement for the year?  I’d love to know, so please share your success below.

Feeling good about 2010 now?

Great!  Next week’s article will start you thinking about how you can be in an even better position this time next year, when you’re looking back over 2011.

‘Tis the season to be jolly…

It’s the time of the year for the annual Christmas party ‘do and don’t’ list.  You can find our checklist elsewhere on this blog.  We have the kind permission of leadership expert, Stephen Bell of iHR Australia, to share the following article with our readers.

While conceding that it is “tiresome” for HR to send out the regular ‘do and don’t’ statements regarding party behaviour, he says the break-up party “is actually an opportunity for managers to demonstrate their commitment to workplace culture as leaders”.

“This is about state of mind and how we as managers approach the function. Do we approach it simply as a participant or do we see it as an opportunity to increase staff engagement? An opportunity to recognise, reflect and get to know?

“This is without doubt an opportunity to understand more about patterns of team and staff interaction, morale and satisfaction. On the other hand this opens the door for you to ‘muck up’ badly; to embarrass yourself and allow the lines of communication and authority to be blurred; perhaps inflicting long-term pain on you and the organisation.”

Bell, the managing director of iHR Australia and Asia, says managers intellectually and emotionally “sign up” to leadership, “knowing that every now and again [they] risk breaking the contract”.

And he says the Christmas party provides a high-risk environment in which such a break can occur. “We can find ourselves closing up shutters for the year, forgetting that the organisation’s Christmas party is actually the springboard into the next year, and behaving loosely or without consideration for the state of our future relationships.”

He recommends that managers lower their risk and take a leadership mentality into the party.

“Why? Because it provides you with another great opportunity to demonstrate that you are an effective, open, responsible and caring manager – key attributes for building and reinforcing staff engagement.”

Bell offers seven tips for organisations and managers that want to use the Christmas party to demonstrate quality leadership:

1. Understand the guidelines and have a clear mind – leaders should understand the organisation’s expectations of them, Bell says.”Be clear about what the organisation expects in relation to behaviour at any Christmas event.” He recommends “relaxed, jovial and respectful” behaviour instead of just “fun”.

“Also understand the organisation’s position on matters such as drunkenness, cab fares, start and finish times, attendance at events following the Christmas party, and other practical information.” (Bell advises managers not to attend after-party events.) “This all helps for a clear mind so that managers can make any difficult decisions beforehand that might be required on the night.”

2. Set expectations for staff – leaders should set or communicate expectations, and deliver on them.”It’s great to have a relaxed, two-way team discussion before the event about ‘what’s OK and what’s not OK’,” Bell says. “You may well be surprised, if you ask your staff about their own expectations regarding behaviour, how naturally aligned it might be to those of the organisation.

“Furthermore, set expectations in relation to responsible drinking, (if in fact you allow it), cab charges and starting and finishing times. Have a ‘Party Rules’ memo circulated prior to the event.”

3. Turn up – leaders demonstrate interest and commitment to their employees, Bell says.”Many managers tell me they don’t turn up to the annual break-up party because they ‘don’t enjoy being in a room full of drunks’, or ‘it’s too dangerous given modern-day legal risks’. In my view no one should be that drunk at a Christmas party and leaders should understand risk but not be paralysed by it.

“Not turning up out of fear lacks courage and is an abdication of your responsibility as a leader to build a more engaging workplace.”

4. Role model behaviours – leaders should model the behaviours required by the organisation that they commit to.”The capacity and willingness to role model is a key leader attribute. At the Christmas party, the fact that you drink too much, take part in humiliating or belittling behaviours or discussions puts you and the organisation at risk.

“On the other hand if you drink moderately (if indeed you want to drink alcohol), be happy, congenial and respectful you are likely to help set a positive, responsible tone. Self control is a great leadership attribute and a lot easier said than done. Be honest with yourself about your weaknesses (especially in social situations) and the triggers that might lead you to behaving in a way that might be regarded as unacceptable by your organisation. For example, if you have a tendency to enjoy drinking with a particular group of males or females with whom you’ve had a long association, ensure that you make a concerted effort to move around the room rather than restricting yourself to this particular group.”

5. Be aware – leaders have awareness of what is happening around them.”Managers need to be aware and coherent. You are ultimately responsible for the safety and welfare of the attendees. Prepare to be an individual respondent in a court case should you fail to observe and act on behaviours that are potentially litigious. For example when ‘tipsy’ Megan and Phil are making publically disparaging comments about Alan because he works ‘too slow’ or Sandra and Kent’s dancing is becoming very ‘dirty’, recognise that this may potentially lead to a harassment claim.”

5. Be prepared to act on bad behaviours and say goodnight – leaders demonstrate courage and are prepared to change the course of events when required.”You should be prepared to respectfully take people aside when you feel their behaviour is a risk to themselves or others. Don’t do it in front of the crowd. Having difficult discussions in front of a team could cause a confrontation that ruins the night or give a ‘smartie’ the opportunity they want to attempt to embarrass you in front of others.

“If people are drunk or behave badly you need to be prepared to say goodnight. Generally a friendly handshake, consoling words about having to leave early and a cab-charge will do the job. If, however, an attendee is obviously at risk to themselves or the community you may need to organise a more ‘door-to-door’ arrangement in relation to getting them home (for example, two managers driving that individual home). If an injury occurs to the individual on the way home and it is deemed that the organisation has contributed to their condition and failed to take reasonable action to ensure the employees safe return home, then the organisation is potentially liable.”

6. Implement the boundaries of the function – leaders do what they say and manage their environment to attain the outcomes they want.”Finally, implement the start and finish times and ensure those attending the party know the boundaries of the party area. You should have agreed these up front. If it’s at a venue where there are a multitude of rooms and parties remember to remind those that constantly leave the designated party area that they are contravening your ‘party rules’ and if they keep leaving your area without good reason they may not be allowed to return.”

For more information on iHR, click here.

Three things you should know about yourself

…and anyone you employ!

Talking to a client yesterday about the potential to promote a staff member, I was reminded (again) of the power of awareness of our strengths and limitations.  Whether you’re hiring new staff or developing existing staff, positive change has to start from a point of knowledge and acknowledgement.

Even if you have a strong intention to improve, unless you know what’s holding you back it’s very hard to move forward.  But how do you find out?

One way is by objective assessment.  Here are three examples of  important leadership competencies we can measure for you: 

1. Strategic Judgement = the tendency to have a balance of traits necessary to discern pertinent information and formulate an effective strategy. 

This competency is made up of essential traits: Analytical, Analyses Pitfalls, Research/Learning, Intuitive, Collaborative, Self-Improvement, Systematic; desirable traits: Experimenting, Persistent, Certain, Pressure Tolerance, Optimistic, Planning, Self-Acceptance, Relaxed, Open/Reflective; and traits to avoid: Blindly Optimistic, Impulsive, Skeptical, Defensive, Dogmatic, Easily Influenced, Fast but Imprecise, Precise but Slow.

2. Interpersonal Skills = the tendency to have a balance of traits that relate to effective interaction with others. 

This competency consists of essential traits: Diplomatic, Helpful, Optimistic, Outgoing, Assertive, Frank, Influencing, Self-Acceptance, Self-Improvement, Warmth/Empathy, Tolerance of Bluntness; desirable traits: Flexible, Collaborative, Open/Reflective, Manages Stress Well, Relaxed; and traits to avoid: Defensive, Blunt, Dogmatic, Harsh, Dominating, Authoritarian, Permissive.

3. Provides Direction = the tendency to manifest the traits necessary for a leadership role. 

This is a combination of essential traits: Want to Lead, Influencing, Takes Initiative, Wants Challenge, Enthusiastic, Self-Improvement, Planning, Persistent, Pressure Tolerance, Public Speaking, Self-Acceptance; and desirable traits: Experimenting, Flexible, Frank, Handles Conflict, Helpful, Precise, Organised, Relaxed, Risking, Systematic, Tolerance of Bluntness, Warmth/Empathy.

Do you already know all this about yourself and your team? 

Would it be useful for you to have this information before making recruitment, coaching and promotion decisions?  What else would you like to know?

It’s surprising, but we can get all that information – and much more! – out of one short online test.  If you haven’t tried the assessment for yourself yet, it may be time to click here to register for a free trial.

 

"The last couple of years at batyr has seen incredible growth and the Balance at Work team has supported us along the way. They have helped us improve leadership skills across the team by helping us source and manage mentors, and even engaging as mentors themselves. As a young and fresh CEO Susan has also supported me personally with genuine feedback and fearless advice to achieve great things. "
By Sam Refshauge, CEO, batyr
"We used the Harrison Assessment tools followed by a debrief with Susan, for career development with staff, which then allowed us to work with Susan to create a customised 360 degree review process. Susan has a wealth of knowledge and is able to offer suggestions and solutions for our company. She is always ready to get involved and takes the time to show her clients the capability of Harrison Assessments. "
By Jessica Hill, Head of People and Culture, Choice
"Balance at Work are the ideal external partners for us as they completely get what we are trying achieve in the People and Culture space. Their flexibility and responsiveness to our needs has seen the entire 360 approach being a complete success. The online tool and the follow up coaching sessions have been game changers for our business. The buzz in the organisation is outstanding. Love it! Thanks again for being such a great support crew on this key project."
By Chris Bulmer, National GM Learning and Development, ISS Australia
"We use Harrison Assessments with our clients to support their recruitment processes. We especially value the comprehensive customisable features that allow us to ensure the best possible fit within a company, team and position. Balance at Work is always one phone call away. We appreciate their valuable input and their coaching solutions have also given great support to our clients."
By Benoit Ribe, HR Solutions Manager, Polyglot Group
"The leadership team at Insurance Advisernet engaged Susan from Balance at Work to run our leadership development survey and learning sessions. Susan was very professional in delivering the team and individual strengths and opportunities for growth. Susan's approach was very "non corporate" in style which was refreshing to see. I can't recommend Balance at Work more highly to lead, employee and team development sessions."
By Shaun Stanfield, Managing Director, Insurance Advisernet

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