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."

On this basis, there is a need to look after staff if you desire to obtain their best.

"The CRA is a powerful Management Tool that allows the Identification and Quantitative measurement of Human Centred Performance Risk and other Problematic Operational 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 internally from 3 fundamental aspects: People, Process and Tools.) 

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

-  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.

-  Know the extent of satisfied and dissatisfied employees in relation to their work duties.
-  Identify those at a high risk of leaving, due to outgrowing their role & responsibilities. 
-  Financial estimates of budgetary requirements to replace and retrain staff losses.
-  Determine the potential losses across all or selected locations in the company.
-  Estimates of lost productivity due to dissatisfaction and/or poor attitudes.
-  Identify the causes of job related Satisfaction or Dissatisfaction (Individuals or Teams)

-  Know if processes & procedures are effective in supporting the performing of duties.

-  Recognize processes or aspects that create problems for other departments.

-  Determine how well New Initiatives improve productivity, by location.

-  Recognise multiple aspects that interfere with project operations.

-  Know where resources are inadequate or experience is limited.

-  Identify patterns between achieving KPI’s and Operational inefficiencies.

The Ideals and Aspirations of the Company

& Walking the Talk.

-  Know if the company Vision and Standards are being Undermined.
-  Identify alignment gaps between company core Requirements and employee Needs.
-  Shows what company aspects are impacting achieving the Company Vision.
-  Shows if Leadership Behaviours adhere to and are aligned with achieving CCV's
-  Identify locations where CCV’s are at Risk.

Helping Managers Lead Remote Workers and Virtual Teams

-  Support teams or departments even though they work remotely or are office based
-  Ensure resource requirements are catered for.
-  Identify those where wellbeing is being challenged.
-  Determine how effective Team Dynamics are by Department
-  Validate environmental factors that help or hinder daily throughput.
-  Identify the extent of technical issues i.e. equipment and internet.

Diversity:

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 allows for defined focus on key aspects of Diversity that support any internal compliance standards and Values.

Inclusion:

Although there may be a diverse representation within the workforce, but to what extent are personnel 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?

-  Quickly see how aligned Diversity & Inclusion is with Company Core Values &                        Standards.

-  Monitor & Manage Inclusion to avoid rendering Diversity to ineffective levels. 

-  Offer provisions for Workforce Wellbeing through Our Employee Support package.

-  Ensure Legislative Compliance Key Indicator requirements are aligned and met within      Operational standards.  
-  Options to customise Review Types to align with Key Compliance Indicators.

-  Monitor and ensure policy adherence across multiple areas e.g.

            - Leadership

            - Risk Assessment

            - Policies and Procedures 

            - Training and Communication 

            - Oversight and Reporting

-  Quickly and easily identify what drives Team Effectiveness.
-  See clearly where issues with interrelationships and the capacity to work together and      maintain throughput are being affected.

-  Establish a source of work context criteria and correlate so they can be used to                    replicate in other less functional teams.
-  Identify where acknowledgment and reward are to be offered to maintain their                      commitment.
-  Quickly determine where changes in a team influence the dynamics and are working,          or may be creating divergence.

Tougher legislation is compelling organisations to be more accountable for their Actions, Decision-making, Operational Procedures and their support for workforce wellbeing. 

Options to customise Review Types to monitor potential risk against Key Compliance Indicators:

             -  Leadership. ...
             -  Risk Assessment
             -  Policies and Procedures
             -  Training and Communication
             -  Oversight and Reporting

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 Executives to have direct access to any part of the company and see Meaningful Risk Data for risks or for those in the process of developing, real-time. (As well as of course, things that are working well).

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

For managers being transparent and accountable for situations and conditions in their areas of responsibility provides real opportunity to build trust and respect within their areas of responsibility. 

Employees more often than not, know whats going on and where there is open and honest communication from their manager it sends clear messages about credibility by removing elements of mistrust. 

The CRA reports make clear the aspects of professional relationships that are working well and those that are not and provides opportunities to immediately address issues that can undermine at many levels.  

Corporate Culture:

All personnel are accountable for their levels of responsibility and this includes the more senior managers that influence 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 to common goals. 

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

The CRA offers historical monitoring which can lay a foundation for identifying 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 Core Values and Standards, 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.  

The CRA offers Quantitative Measurements that easily identify working culture risk and costs, and 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). 

The CRA gets directly to the cause of work related situations, circumstances or issues that a person is experiencing and having to contend with.

Senior and Middle management are clearly shown the causal factors of any member, team or group, from any part of the company, which helps guide corrective measures. 

We are not here to tell about how to be Leaders and Managers. 

We are here to guide Leaders and Managers to focus on aspects of the company that limit their potential to lead and manage and reduce wastage in terms of time, effort and money.

Executive leadership is not expected to know all staff in a company of 2,000, or 10,000, but they can 'reach them' every member of the workforce and understand the impact of their personal motivations and drivers, as they work for the company. They can also be actively and directly involved in helping the workforce grow the business by the decisions they make. 

By knowing more about how elements of the workforce across the company impact outcomes, helps guide towards corrective measures that lead to company and personal growth. 

This is what the CRA can do for management. It helps build stronger relationships where respect can be earned.  

Companies Invest vast amounts of money in training personnel. 

Ironically, many times the learning has limited impact due to a lack of acceptance 'back on the ground floor'. 

The reluctance to change or make effort to validate new learnings is very common. 

The CRA can identify the extent of resistance to new learnings, and where keeping the status quo is the norm. 

Quickly identify risk associated with staff disengagement and the financial exposure of losing staff members across the entire company or by location. 

Personnel leave for a reason, so there is opportunity to, 'Know before they go' - Exit interviews are too little too late. 

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 has 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. 

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.  

Working remotely is becoming more preferred for many employees, so Management require to be more aware of Remote Workers challenges - particularly with maintaining information flow and work throughput.

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. 

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 approach their work and responsibilities, influences the prevailing Working culture. 

Where an individuals perceived gains 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 through dissatisfaction. 

This will always occur - it's human nature. Managements challenge is knowing the extent before costs escalate.

Real change can rarely be made if the company doesn't own the problem. 

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

Please  Call Us:  

Tel: +61 (0)413 292 825

or

Email: [email protected]

Enter your details below to get instant access to [enter lead magnet name here]

We process your personal data as stated in our Privacy Policy. You may withdraw your consent at any time by clicking the unsubscribe link at the bottom of any of our emails.

Enter your details below to get instant access to [enter lead magnet name here]

We process your personal data as stated in our Privacy Policy. You may withdraw your consent at any time by clicking the unsubscribe link at the bottom of any of our emails.

P

Getting to Know Your Leaders.

-  Quickly determine how good leaders across the company engage their staff and  offer      opportunity as role models. 

-  Identify leadership styles that unsettle and create uncertainty.

-  Highlight candidates for an executive ‘Pipeline’ to further their professional                          development.

-  See how well leaders comply with and align with Company Core Values.

-  Ensure leader responsibilities are maintained at every level of management.

-  Offers a focused and relevant Platform for communication with Staff.

-  Awareness of the personal Motivational needs of every Department & Employee.
-  Identifies exactly what undermines employee motivation (Individually or Group)
-  Offers a platform for Managers to improve Team Communication and Trust.
-  Identifies leadership strengths for furthering internal career paths.
-  Clearly identifies the extent of those at Risk of Leaving.
-  Offers the rationale for pre-emptive action to Retain Talent.
-  Estimates the Cost of Lost Productivity due to Levels of Disengagement.