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Case study 1 - Development of a computerised selection system for the British Army's Regular Commissions Board.
The Armed Forces have a long tradition of sophisticated recruitment, selection, promotion and development activities. The Regular Commissions Board (RCB) is part of the Army Training and Recruitment Agency.
In 2002, Team Focus won the competitive tender from amongst the UK's leading test publishers to provide a new, up-to-date computerised testing system to be used for officer selection. This system is now operational and all officer trainees at Sandhurst are now assessed on the new range of tests provided by Team Focus.
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Case study 2 - Team Focus help select the new CEO for the Legal Services Commission
Too often, selection is about “fit”. This can be a recipe for cloning and low risk appointments. Nowhere is this more likely to be true than in the public sector. Given political pressures and media interest there is a natural orientation towards “safe” appointments.
Aware of the dangers, the HR director at the Legal Services Commission threw away precedent and identified the principle challenge facing the commission: that it needed to change from being a reactive organisation to a far more proactive one. Team Focus were invited to help in the selection of a new CEO who would see through this major transformation.
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Case study 3 - 360 degree feedback for a major financial services company
Our client recognised the need to develop a better development culture. This required that the idea of continuous development should become part of the performance management process. 360 degree feedback was chosen as a primary means of accelerating this process. Team Focus firstly helped to develop the competency framework to be used and then implemented the appraisal process itself. We were selected from amongst other competitors partly on account of the flexibility of our computerised system for 360 degree appraisal.
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Case study 4 - A Development Centre for Sales Managers
Team Focus were asked to set up a development centre program for Sales Managers which would eventually form the basis of an assessment centre for global recruitment. Working closely with the company's HR staff, we established a competency framework, designed a series of exercises and produced a model of how personality scores would related to job performance. The predictions of performance made on the basis of the development centre scores matched precisely the ranking of candidates on the basis of their performance several months after the development centre.
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Case study 5 - Beginning to think relationally in education
A recent government directive requires that all schools should understand the differences in their pupil’s learning styles. The Chesil Partnership, a group of schools in the Weymouth area, recognised that if they used a personality based learning style approach, this project could go beyond the educational achievement agenda and into the wider issues of developing pupils, relationships and the climate. For this purpose, the Partnership chose the LSI (Learning Styles Indicator) which is based on the concept of Psychological Type and Team Focus are currently working with teachers to help them achieve a variety of objectives.
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Case study 6 - Improving customer–supplier relationships
The global company involved in this project supplies services to a European manufacturer. The relationship was a long-standing one and both parties had been broadly happy with the transactional service arrangements in the past. A number of staff on the supplier’s team said they didn’t want to work on the account and the customer was experiencing some concerns about the overall direction in the relationship.
An intervention involving meetings with both sides and the development of a Relationship Review Process comprising a workshop and follow-up meetings led to considerably improved working relationships between supplier and client.
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Case study 7 - Developing relational leadership
The on-going health of a global business depends upon the development of its future leaders: those who will eventually lead the operations in countries across the world. As well as more traditional leadership skills, these young leaders must develop the emotional intelligence that will enable them to lead through relationships. A 2-day relational skills workshop was developed for a global energy company with this as its objective.
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Case study 8 - A relational take on strategic development in the public sector
The purpose of this project was to provide a baseline assessment of the relationship between lead GPs and Health Authorities in order to find better ways of working together and to develop public health strategies for new primary care organisations.
Lead GPs and Health Authority directors completed a Relational Audit questionnaire. These results, together with an analysis of local public health policy development, formed the basis of a half-day workshop to address issues raised by the audit. The combined results from six sites informed two strategy simulations with a wider reference group.
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Case study 9 - Succession planning and selection
The top team of a highly successful consultancy business was concerned about ‘the next step’. It was no secret that the MD would retire in less than 5 years. He had taken the team away where they had agreed direction and strategy and yet there was a level of disharmony in the team. The CEO invited Team Focus to run a ‘Team Build’ event to sort things out.
Team Focus ran a 2-day team building event preceded by confidential 1:1 sessions with each member of the executive board. The investigation revealed a number of crucial and urgent issues and a strategy for managing the succession process was put into place.
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