Case Studies

IN A MANUFACTURING COMPANY WHERE THE DIRECTORS NEEDED TO UNDERSTAND EACH OTHERS’ STRENGTHS - AND PLAY TO THEM
… the Board was composed of three family members - how could they integrate better with the non-family members? A comprehensive test battery was used to identify strengths and areas for development. Differences between the Directors were identified and each board member agreed that the others could view their personal report.
Result: A management board that worked more smoothly and that was able to play to the strengths of its members.

IN AN INDEPENDENT PREPARATORY SCHOOL
… it was necessary to select a Headmaster who would be able to blend a business-centred approach with the preservation of the traditional values of the private education system - the very elements for which parents were paying substantial fees.
Result: The use of psychometric testing helped to identify a candidate with these qualities, and a second interview with the school governors confirmed it.


IN A RESEARCH ESTABLISHMENT
… where six equally well-qualified scientists each appeared to be suitable for the post of section leader. There was talk of bias and favouritism. Tests showed that only two of the candidates really wanted full managerial responsibility, in addition to their technical responsibilities. The tests identified one of the managers as having an exceptionally high critical thinking ability. He is now helping to solve the more complex problems being faced by another department. 
Result: The appointment of a section leader well-suited to the job; a scientist whose abilities are now being used more fully; a team which is now well led, and which feels it has been assessed fairly.

IN A BUILDING MATERIALS MANUFACTURING COMPANY
… that needed to appoint a Sales and Marketing Director who could help it face a wave of fierce competition and price cutting. Problem: to identify a candidate with the energy and willingness to challenge established practices without alienating traditionally conservative customers - and fellow directors!
Result: A successful appointment in which the job holder has introduced many innovative ideas and fully justified his selection during his seven years with the company.

IN THE FINANCIAL SERVICES SECTOR
… to counsel a senior manager whose career had plateaued. The use of a range of assessments confirmed that he had considerable strengths but tact and the handling of colleagues was not one of them.
Result: He now has a clearer view of his own behavioural shortcomings and has willingly co-operated in a development programme designed to help him improve his working relationships.

ON A “MANAGEMENT OF CHANGE” TRAINING COURSE
… in which most senior managers were firmly convinced that “nobody likes change” ... No? During a half-day workshop, using a specific test, we were able to show that some people not only welcome change, but thrive on it! They have a strong vision of the future. How do you identify them? What do you look for? Some organisations require an ability to accept almost continual change and innovation - the computer industry for example. There are tests that can help those likely to succeed in this environment.
Result: Each course member gained a fresh insight into their own perception of the necessity for change, and how this needs to be reflected at different levels in the organisation.