The CRA is based upon the Premise which is:

" A person cannot demonstrate their true potential and giftedness in a working environment, if their personal standards and values are not being met or fulfilled."

"The CRA is a powerful Management Tool that allows the Identification and Quantitative measurement of Risk and Problematic Aspects of an organisation. 

Critical Aspects Essential to the Running of the Company are Selected for Measurement

(CRA Risk is anything that impacts the company from an Operational, Financial or Legal aspect.) 

Any aspect of the business can be assessed and measured to determine:

-  What Kind of Problem Exists

-  Where in the Company It Exists

-  Why it Exists

- To What Extent it Exists

- And the Potential Financial Exposure to the Company

This provides valuable, meaningful and focused data to Senior and Middle Management to bring awareness and speed the Risk Mitigation processes.

Management - Staff Relations are currently proving critical.  Poor relationships are one of the top reasons people leave and with the global shortage of experienced personnel, finding replacements can prove costly. 

The CRA looks closely at the experience an employee(s) have with their immediate manager and if it is enhancing or inhibiting. 

Simple but focused criteria looks at the impact a managers leadership style has on their team or department and can be used as a way to solve issues that limit  motivation.

Another main reasons employees seek employment elsewhere, is when they no longer see personal growth in their current position.  This dissatisfaction will invariably instigate seeking  opportunities elsewhere and in the meantime their personal productivity levels will decline. 

When considering multiple dissatisfied employees, then it becomes a significant loss of productivity.

Current rate for disengaged personnel is 34% of salary.  

So it can be a significant financial drain if not addressed. 

The CRA identifies those at risk of being disengaged in their job, locally or across the entire company, so preventive measures can be instigated before losing more staff.  

This relates to the Systems and Operational procedures that employees must utilize in relation to their specific duties.

The CRA helps determine the levels of risk in system effectiveness and usefulness in achieving the outcomes desired within Management and Employee roles and responsibilities. 

Many companies introduce expensive systems that only partially fit departmental, branch etc. needs and requirements.  Likewise, some procedures are outdated and require automation. Knowing exactly where and to what extent the 'tipping' point is before a decision is made to improve is made much easier.

Any system manual or otherwise can be assessed to determine the alignment strengths and limitations.

The Ideals and Aspirations of the Company

Company Core Values and standards represent the cornerstones of an organisations and what is expected from All Personnel to achieve organisational objectives.

However every employee seeks things from the company  that enables them to perform their duties to the best of their ability.  

The extent of the Gap between Organisational requirements and Employee requirements determines the extent of divergence or alignment.

The CRA clearly defines any gap between Company Values requirements and the needs of the Employee, at any level of the company, forewarning of risk to the company goals and objectives and the levels of engagement of the employees.

Helping Managers Lead Remote Workers and Virtual Teams

Recent global events regarding the Coronavirus have forced organisations to rethink and restructure how work is conducted. 

Restructuring has forced the introduction of many staff to work from home creating Virtual Team environments. This has come with its' own set of challenges. 

The CRA allows easy monitoring of the needs of remote or isolated workers. 

Aspects such as communication channels, resources to complete work, mental health, team dynamics, support access...  are easily reported on and the manager maintains awareness of any challenges of their teams that can easily surface and take remedial action. 

DIVERSITY:

Research has clearly identified the benefits of having a more diverse working environment and the need for having a diverse workforce, goes way beyond the "tick boxing" compliance mentality. 

One clear indication was published  by McKinsey & Company that reported significant workforce performance by companies that embraced Diversity, over those that do not consider Diversity in their strategic planning.  

However, Diversity does not guarantee work performance.

INCLUSION:

As mentioned, you may have a diverse representation within the workforce but to what extent are they allowed to express and contribute by being included? How do members of the workforce feel towards being able to demonstrate their natural talents through full participation and offer their perspectives, expertise and knowledge?

How they feel, leads directly to their motivation and commitment and ultimately the value of what they are delivering versus what is believed they could be delivering, given the opportunity. 

By measuring any variances between Diversity and Inclusions the CRA offers clear indications, if any Diversity/Inclusion associated culture risks exist and where.

Developing cohesive Team Dynamics can be a challenge at the best of times and with the advent of the COVID19 situation this has significantly complicated the situation regarding high performing teams. 

Managing staff and teams that may be split between being in the office and working remotely from home, requires focusing on issues that are real, relevant and have a potentially high impact. 

This is a key component of the CRA - it monitors the dynamics of how well localised and remote teams interact and work together offering reporting on specific inter-communicative aspects that cause delays. 

Of course it also shows where things are working well and where team acknowledgements can be offered.

Litigations have risen dramatically over recent years and corporate accountability is ensuring that legal compliance must be scrutinised. A recent example is where an employee sued their employer in excess of $1 Million - and succeeded (HRD - NSW Supreme Court 5/07/22).

The CRA offers quantitive measurement on work related issues that affect the wellbeing of individuals, teams and department performances across the company allowing management / HR  to look more closely at the potential risks and to take actions to improve conditions that result in excessive stress and subsequent Mental Health issues.  

Overview:

Finding experienced personnel is an ever growing problem. With the the ITA Module of the CRA it helps organisations fill positions internally (and externally),  through greater awareness of employee skills and strengths and the monitoring of satisfaction levels. 

It quickly shows:

   - The alignment of candidates skills and strengths against strengths required for vacancies

   - Those who have outgrown their current role and are dissatisfied.

   - Why they are dissatisfied and the potential risk of losing them.

Management showing interest in their employees growth, development, goals and aspirations have a greater chance of keeping them and avoiding the costly and disruptive  replacement process.  

Real-Time Risk Reporting and Measurement for Board and Senior Directors that allows focused and faster decision-making.

The advent of the  Corporate Accountability Act in 2019 demonstrates that "Ignorance of the Fact" or "Not Knowing" is no longer acceptable.  Good Leaders and Managers (in general) Do Know what's going on because they make it their business to know and are prepared to take action to mitigate risk situations and circumstances.

The CRA allows the bypassing of the often time consuming hierarchal flow of requested information, by allowing direct access to any part of the company and see risks that exist or are in the process of developing, real-time. 

Meaningful information is presented to bring Risk Culture and the implications of inaction, into the Board Room.

Having transparency at all levels by knowing what, where, the extent and why any dissatisfaction and risk is developing or occurring anywhere in the company, means that a focused approach to monitoring and maintaining motivation and performance can be more easily introduced. 

When the general workforce see  "being accountable" in action,  it helps develop confidence and bridges the gap between the 'Us' and 'Them' that so often exists.

The CRA results themselves, will justify the importance of having high levels of transparency. 

All personnel are accountable for their levels of responsibility and this includes the more senior members of the "Corporate Cultures" that exist and which are normally hidden from the general workforce.  

There is a common saying in business, which states, "there are no friends in business".  However in business there are many strong friendships created due to professionalism, integrity and other positive defining characteristics of how people conduct themselves. 

The capacity to know your 'station', yet have the capacity to express viewpoints without retribution, adds to the development of strong and trusting work cultures.

Professionalism in how work duties and responsibilities are carried out, lays foundations for the development of trust and commitment common goals. 

CRA brings definitive awareness of key factors and characteristic patterns, that enhance or inhibit professional relationships that directly impact staff engagement and motivation towards common goals. 

Historical monitoring can lay a foundation for developing internally, Executive and Management potential.

Company Values are often talked about, but often misunderstood. They are ideals to strive for, which are really statements. They are intended to be the corner stones of the company - the example of how the company conducts itself and the business. 

The challenge comes, particularly in larger organisations, how to measure and quantify whether or not the company values have been translated into measurable actions and the ideals validated.

The CRA measures the relationship between company values, and the workforce and identifies gaps that offer risk to company reputation and standing.

Simply put, "Walking the Talk" is measured.

Bringing Meaningful Risk Information From Every Corner of the company

Money is the 'lifeblood' of any company. Companies bleeding money are weakened, so it is crucial to know what is causing the leak. Indirect costs are frequently downplayed or worse, budgeted for - often because it is too hard to quantify or a lack of understanding about what's causing the leak.  

With Quantitative Measurements that easily identify working culture risk and costs, patterns can more easily be identified across the company and where comparisons can be assessed to determine causal factors.

An objective of the CRA is to allow every department to be viewed so as to identify the low as well as the high risk areas.

The role of leadership is very difficult and time consuming where personnel have lost the motivation to commit. Company objectives mean little and are not of interest  to disengaged employees. 

Something deeper is required to be addressed, and coercive approaches are very short term motivators (although needed at times). 

All personnel require specific things in order to maintain motivation and a sense of purpose and achievement. 

In the majority of cases it does not take much, to return a sense of work related purpose and improve the motivation, but it requires recognition and awareness of the conditions or circumstances that are fuelling the lack of commitment and how widespread the conditions or circumstances are.

Leaders can easily identify the motivational requirements needed for any member, team or group, from any part of the company and help maintain their sense of purpose, so they can continue to give their best.

I would think it safe to say, that all leaders and managers have stemmed from a work-force somewhere along their own developmental journey, to where they are now. 

They in turn now expect things from their staff and each manager has their own style and ways of getting things done for the company.  Leader and Manager intentions are for the betterment of the company, via the contributions of the work-force. 

Sometimes the intention behind leadership or management styles, produces the opposite of what is desired, to the detriment of all parties including the company as a whole.  Where reports are involved this can result in lowered morale and disengagement.  And as we all know by now, it costs companies millions in financial losses.

There are certain aspects of being human that are immutable - they cannot be negotiated or ignored without detrimental consequences. These are the personal growth standards by which a person works and lives their lives. 

To deny or reduce the quality of personal standards for another person, situation or circumstance, will rapidly undermines their purpose, intention and motivation towards something. 

The challenge for Leaders and Managers is knowing what reduces a persons motivation, so that leadership or management becomes more effective.

The CRA  shows the standards and motivations of every person in the company, across different categories, by individual, group, team or department, in order that  management can obtain a solid foundation upon which, to build strong and professional relationships.

Companies Invest vast amounts of money on training personnel. Generally speaking, technical and mechanical skills based training can achieve a faster return on investments due to the more tangible nature of the training subject. It can be  easier to implement and introduce the benefits accordingly - it does of course depend upon any 'Standards' that may be required to be adjusted. 

Soft Skills, on the other-hand, (which in fact can be very hard) are far more difficult to implement due to numerous fluid and variable factors that can influence a human being - for the better and for the worse.  

The message here is, that investment in soft skills learning & development is not always clear cut. 

Either way when causal factors are clear L & D can apply resource to specific trainings  in specific areas of the business that actually need it and and ensure better resource utilisation. 

This improves a better ROI on  L & D investments.

Quickly identify risk associated with staff disengagement and the financial exposure of losing staff members. Personnel leave for a reason, so know before they go - Exit interviews are too little too late. 

It's common knowledge that disengaged and dissatisfied personnel are an enormous cost to a company. If they leave the replacement costs, cost the company even more.

The CRA identifies those at risk and provides an opportunity for employees to voice their concerns without fear of retribution, before it becomes unresolvable. 

The company and the employee have a greater chance of solving the situation(s) and returning the employee to an engaged status. 

Aligning Systems and Duties

Organisations investments in technology and manual systems are impressive and they endeavour to improve work flow and aid in the performing of personnel's duties.  

Knowing to what extent the alignment between systems used, duties performed and results produced can ensure that anticipated benefits are being achieved and effectiveness is maintained. 

Not all departments use a system to it's fullest potential and operational procedures can be convoluted and complex rendering them inefficient. 

The CRA allows systems and procedures to be assessed to determine efficiencies and shortfalls and to what extent users are happy with the process, procedures or the technology in relation to their specific duties.  

This allows monitoring to fine tune and improve upon departmental operations and throughput. 

Virtual & Remote Teams and Workers require a different approach and focus.

Currently for many managers the COVID 19 situation has been 'New Territory' and a little unsettling, especially if they have come through the ranks in the office environment. How do you manage someone who is not there??

Remote workers are often required to await input from other sources, deliverables from other processes and essential information from departments, in order to  complete their tasks and deliver their output, as part of the service/operational flow. 

Where there are delays that disrupts output performance and potentially affects Personal KPI's.

The CRA offers Management the capacity to focus on all their reports and address key information and deliverables flow issues to determine if it's an isolated or a common problem across the team or department. 

The simple feedback reporting process provides for specific and faster risk mitigation to help Remote or Virtual workers maintain their work throughput. 

Knowing the extent to which the company is open to taking advantage of the talent, experience, perspectives, innovation and creativity offered by a diverse range of people can be a great asset. 

The CRA offers to ability to quickly obtain feedback from teams and departments to ensure any standards set for ensuring a diverse range of personnel are maintained. 

Where Diversity offers the potential for embracing  a broader range of  talents and perspectives, INCLUSION ensures that the offerings of Diversity are maximised.  

The CRA offers the workforce a 'voice' whereby the company benefits by providing balanced opportunities for being fully involved and to obtain input from a workforce keen to contribute. 

Management can quickly obtain and measure key inclusion based information to strengthen the working environment and take advantage of individual's input. 

Company values may promote that they operate an inclusive working environment and the CRA can confirm this.

Diversity without Inclusion benefits few, with the company experiencing the greatest loss, so know what areas require strengthening.

The CRA is a product of having spent 25+ years working in the corporate sector consulting and conducting workshops for major organisations locally and internationally. 

This background coupled with previous years as an IT and Business consultant and studies in Organisational Behaviour, Abnormal Psychology and Psychotherapy, provided golden opportunities to work with the some of the worlds largest organisations.

A small example include: 

IBM: For 5 years on IBM's World Wide Project management initiative facilitating Project Leadership and Advanced Leadership workshops.

Fletcher Challenge: 10 years delivering Leadership and Behaviour based workshops, Fatigue Countermeasures and Emotional Energy Management Workshop

Hewlett Packard:  4 years with Hewlett Packards delivering Leadership and Project Management Fundamentals and accepted multiple invitations to deliver training at their annual Project Management University gatherings. 

Singapore Airlines: 3 years facilitating Team Dynamics and Work Culture based workshops. 

Shell Oil:  4 years delivering Project Leadership and Emotional Energy Management (Working in High Pressured Environments) workshops Leadership and Cultural change across Sth. East Asia.  (For more see desallen.com)

This international exposure enabled closer inspection of how working cultures developed and how management - employee relationships differ country to country, yet have commonality. 

Every Group of Workers will Define their own Working Culture

People join a company for “Gainful” employment. It’s a Self-Oriented decision - its about them and them gaining something.

They believe they will receive their perceived rewards expressed as personal development, experience and money for the amount of effort, commitment and contributions they make.  The extent to which they as a whole, receive their rewards determines the overall direction of the working cultures that prevail. 

The organisations work-force, by the nature of its' grouping structure,  will as a natural course morph into their own unique working cultures. The challenge of organisations is ensuring all individual groups which interact across different levels, work in harmony and are synergistic in their functioning as a group with other groups.

So when those perceived gains each individual seeks within a group are no longer forthcoming, they will leave – period. Either physically or in the case of the majority, “mentally”, rendering themselves and the company at risk, because their value in contribution is becoming less. The individual is paid more than what they deliver, and the value of the company is reduced because they are paying for this reduced effort.   

Working Cultures and how they are evolving are ALL PERSONNELS' responsibility regardless of position.

This means being aware (regular monitoring must be part of the process) of the direction the individual cultures are heading. This in turn means every person having an opportunity to voice what requires correcting, if synergy is to be obtained. 

Change cannot be made if the company doesn't own the problem. 

The CRA gives the company the opportunity to Own cultural issues that cause enormous dissatisfaction and financial loss.

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Ensuring Leadership Behaviours & Practices are In Line with Company Core Standards

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