Corporate and Career Services offered
Human Capital
A wide range of psychometric assessments, to determine a good fit for most occupations, are available. The assessment or assessments selected will depend on the position. Contact the IOP to discuss your specific needs.
Selection
Using psychometric assessments, the industrial psychologist can assist organisations with selecting candidates that will be a good fit for both the position and the organisation. Contact the IOP to discuss your specific needs.
Succession Planning
Succession Planning involves more than replacing employees. Combining succession planning with employment equity and skills development planning provides a holistic approach to human capital planning. Contact the IOP to discuss your specific needs.
Human Capital Development
Human capital development requires knowledge of both current job-skills as well as future job-skills required. Organisations often need to develop employees bearing both current and future scenarios in mind. Generic knowledge is acquired through academic training and learning centres while job specific skills are acquired at work. Mentors and coaches play an essential role in employee development for job-specific skills. Click here for more information about coaching as a development strategy (Then the text provided in red below will appear). In addition, soft-skills are often necessary for success in any organisation. To find out more about training and development programmes offered or contact the IOP to discuss your specific needs. Read More
Coaching as a development strategy
Many organisations report a shortage of soft skills such as social and emotional intelligence and cross-cultural competency. Unfortunately, many graduates lack soft skills, that can only be gained through real-world work experience or practical training. A common challenge around the world, citing the 2016 Workforce Skills Preparedness Report commissioned by Future Workplace and Payscale Inc., identified critical thinking and problem-solving as lacking or absent from graduates’ skillsets[1].
Companies have been in the unfortunate position where potential employees have all the right education and training on paper, but lack practical problem-solving and decision-making skills .
Companies have long recognised the critical need for training, skills development and mentorship.
Halcyon can provide training and coaching as development strategies aimed at increasing competence in areas identified as areas requiring improvement. No one strategy is superior and
[1] http://www.businessessentials.co.za/2017/08/18/scarce-skills-unemployment-rate/
[2] https://mg.co.za/article/2017-05-12-00-bridging-south-africas-scarce-skills-gaps-1
none of the development strategies is effective on their own. Successful development should include training, mentoring and coaching.
Training, mentoring, coaching
Training tends to be ‘generic’ and structured with specific objectives and competency in each area is outlined by the course developer.
Coaching unlike training is a highly ‘personalised’ and dynamic development strategy aimed at increasing personal effectiveness and efficiency. Measuring the success of a coaching intervention is, as a rule, more ‘subjective’ than is the measurement of training and coaching outcomes. Because coaching is a personalised development strategy coachees (or employees) create their own objectives against which development is measured.
Mentoring is often associated with apprenticeships or practical/manual occupations (blue collar) it is however also a highly effective strategy for employees employed in white collar and professional occupations. Mentoring may, as is the case with training, have specified objectives against which development is measured. It is essential that suitable mentors are selected and assigned. Halcyon can assist organisations with identifying (and training) suitable mentors.
Companies have been in the unfortunate position where potential employees have all the right education and training on paper, but lack practical problem-solving and decision-making skills .
Companies have long recognised the critical need for training, skills development and mentorship.
Halcyon can provide training and coaching as development strategies aimed at increasing competence in areas identified as areas requiring improvement. No one strategy is superior and
[1] http://www.businessessentials.co.za/2017/08/18/scarce-skills-unemployment-rate/
[2] https://mg.co.za/article/2017-05-12-00-bridging-south-africas-scarce-skills-gaps-1
none of the development strategies is effective on their own. Successful development should include training, mentoring and coaching.
Training, mentoring, coaching
| What it is | Aimed at increasing | Measuring Outcomes
|
|
| Training
|
A generic and structured approach to development | knowledge | Objective measures
|
| Mentoring
|
More personalised than training
Aimed at the acquisition of skills – the “how to do it” |
skill | Objective and subjective measures
|
| Coaching
|
Personalised aimed at the acquisition of “soft-skills” and is more about the “what to do” and “why to do it” | effectiveness and efficiency | Subjective measures
Outcomes are reached when the participant “feels that they have reached a goal” |
Training tends to be ‘generic’ and structured with specific objectives and competency in each area is outlined by the course developer.
Coaching unlike training is a highly ‘personalised’ and dynamic development strategy aimed at increasing personal effectiveness and efficiency. Measuring the success of a coaching intervention is, as a rule, more ‘subjective’ than is the measurement of training and coaching outcomes. Because coaching is a personalised development strategy coachees (or employees) create their own objectives against which development is measured.
Mentoring is often associated with apprenticeships or practical/manual occupations (blue collar) it is however also a highly effective strategy for employees employed in white collar and professional occupations. Mentoring may, as is the case with training, have specified objectives against which development is measured. It is essential that suitable mentors are selected and assigned. Halcyon can assist organisations with identifying (and training) suitable mentors.
Organisational Development
Organisations, like humans, go through “life-cycles” and can experience growth, in some cases stagnation, and decline. Organisations often grow and shrink in response to prevailing economic conditions although other factors such as corporate culture and age of the organisation also play a role. Small and medium organisations often do not have the expertise to recognise, evaluate and manage these organisational life-cycles. The industrial psychologist is trained to assist organisations with making sound business and human capital decisions as organisations move through these cycles. Contact the IOP to discuss your specific needs.
Organisational Climate and Employee Satisfaction t
How employees perceive the organisation along different dimensions can be established by using approved, valid and reliable assessments and methodologies. The Industrial Psychologist is able to assess perceptions held by employees as well as the prevailing organisational culture. This information is essential for the facilitation of organisational development and/or change strategies. Contact the IOP to discuss your specific needs.
No-fault Terminations
At times it is necessary to terminate the services of an employee or employees due to no fault of their own. This can be the result of poor health, economic down-turns and/or changes in technology. The industrial psychologist can assist in a number of ways, such as:
- The selection of employees to be retrenched.
- Mitigating the impact anticipated retrenchments have on employees.
- Providing career guidance and /or suggesting alternative suitable employment and/or career options for employees who have been injured or who are no longer able to perform their job duties due to ill health.
Contact the IOP to discuss your specific needs.
Career exploration and guidance
Making decisions regarding a future career starts when selecting the subjects, you will be writing in grade 12. This is often a daunting task for parents and children. Subject choice, and academic performance, allow for application to tertiary institutions to pursue diploma / degree studies needed for various occupations. It is essential that students receive effective career guidance if they are to make wise and informed subject choices and career decisions. For some individuals their careers unfold over time. It is not unusual for working adults to question earlier career decisions and explore alternative careers later in life. Read More
Career exploration and guidance
Your unique traits and suitability for specific careers
Exploring your personality traits, interests and values will assist you with developing an accurate career identity. The role of the industrial psychologists is to assist individuals with exploring their potential suitability for a specific career taking their personal circumstances, values, interests, personality factors, talents / abilities as well as constraints into account.
Who will benefit from career guidance?
Any person needing to make a career choice or career decision will benefit from career guidance.
It is important to bear in mind that career guidance provides individuals with information relating to their potential suitability for a specific career. The career guidance process is an explorative and interactive process and not prescriptive.
Career exploration process.
The career guidance process combines the results obtained from psychometric assessments and a focused career guidance interview (narrative techniques) as well as real-world opportunities and threats. This explorative approach is aimed at finding a good fit between personal characteristics and circumstances and the world of work. Career choice and career decisions remain the individual’s responsibility. The aim of the career guidance process is to empower the individual to explore career options and find a good career fit.
How the career guidance process works:
Exploring your personality traits, interests and values will assist you with developing an accurate career identity. The role of the industrial psychologists is to assist individuals with exploring their potential suitability for a specific career taking their personal circumstances, values, interests, personality factors, talents / abilities as well as constraints into account.
Who will benefit from career guidance?
Any person needing to make a career choice or career decision will benefit from career guidance.
It is important to bear in mind that career guidance provides individuals with information relating to their potential suitability for a specific career. The career guidance process is an explorative and interactive process and not prescriptive.
Career exploration process.
The career guidance process combines the results obtained from psychometric assessments and a focused career guidance interview (narrative techniques) as well as real-world opportunities and threats. This explorative approach is aimed at finding a good fit between personal characteristics and circumstances and the world of work. Career choice and career decisions remain the individual’s responsibility. The aim of the career guidance process is to empower the individual to explore career options and find a good career fit.
How the career guidance process works:
- Before the session
- The individual and parents or guardian (if applicable) need to provide the industrial psychologist with the necessary consent to proceed with the career guidance process. In the case of parents being divorced both parents need to provide consent.
- The individual and parents (if applicable) need to complete the information sheet.
- Copies of academic records need to be provided.
- Copies of previous psychometric assessments (such as aptitude assessments) need to be provided (if applicable).
- On the day of the session
- Exploratory interview.
- Psychometric assessments (if necessary and agreed to).
- Scheduling of feedback session.
- After the session
- Copy of the report is mailed to the individual / parents prior to the feedback session.
- Verbal feedback session with the individual and parents (if applicable).
- Card copy of the report outlining outcomes of the career guidance assessment (content informed by selected option) is provided.