give a flavour of Just Development’s approach and to outline the
breadth of our services, we have put together the following case
Successful Individual Coaching Programme
company Director, Reg, was keen to learn how he could improve his
effectiveness at work. A successful coaching programme was implemented
over a six-month period leading to improved work performance through
enhancing Reg’s communication, people management and team working
Reg had recently taken part
in an internal 360o feedback programme. Just Development
facilitated the feedback discussion during which a Personal
Development Plan was agreed.
Reg was keen to challenge
some of his less effective behaviours and decided a tailored
individual coaching programme would be perfect. He wanted a
challenging, open process that would lead to real change.
Clear goals for Reg were
established and options were discussed. Reg decided on a six-month
The programme involved
personality and motivation profiling, followed by a day’s
experiential work based on tailored case study scenarios based on
difficult situations that Reg faced in the work context. Video replay
and role-play meetings using qualified actors were used to enhance
Following a period of
consolidation and review, a second, more focused day was developed and
run using similar techniques.
Reg was delighted with
the programme, and reports from colleagues provided evidence that
Reg’s behaviour had indeed changed. Reg’s performance improved,
and he personally experienced greater satisfaction and lower stress at
a Leading Edge Assessment Event
The corporate finance
function of a leading technology company was looking to recruit high
calibre employees to fill demanding and challenging positions. A
leading edge assessment process was developed in partnership with the
finance function, resulting in the successful appointment of two
candidates. After three months, the new recruits were performing well.
The organization was rapidly
developing and growing, and the corporate finance function needed to
respond to new demands. These new positions involved the rapid
identification, acquisition and integration of companies into the
organization’s global portfolio, whilst removing businesses no
longer central to the core strategy.
To be successful, employees
need the ability to work at a detailed level as well as understand and
interpret the overall business strategy.
Just Development conducted a
job analysis within a short time scale involving key stakeholders and
existing employees. An assessment event was created around eight core
The assessment event,
designed by Just Development, was an integrated set of scenarios,
based around ‘a day in the life of a regional director’. This
involved the use technology to create a realistic experience for
The assessment event was
facilitated and coordinated by Just Development, with employees from
the Human Resource and finance functions trained as assessors.
Candidates and assessors
described the event as challenging but enjoyable. The outcome was the
successful selection of two competent employees, as evidenced by their
performance after three months in the role.
and recovery of a failing change process
A high street bank wanted to
move away from a directive to a participative and coaching management
style to improve individual and organizational performance. Managers
went on an ‘away day’ and were instructed to change their
behaviour. Managers found this impossible within the prevailing
organizational context and culture, performance did not improve, and
in fact it got worse. Just Development was asked to work with the
bank, as a result of this, performance improvements were seen.
The existing management style
of the Bank was directive. For example, at the annual appraisal
meeting employees were ‘told’ what their objectives were for the
The bank wanted all employees
to take responsibility for their own performance and development at
work, changing the culture to one where employees felt involved and
motivated towards broader organizational goals.
The away day raised issues of
resistance among all employees such as “There is not time for this” and “why change” -
typical of an unsupported intervention.
Just Development worked in
partnership with the bank’s Human Resource, Training and Business
Development departments, and at an operational level with branch
managers, to provide skill development workshops and ongoing coaching
Just Development also worked
at a strategic level to link the change programme to current and
future business goals, and to existing organizational practices and
processes. This ensured that necessary context changes were introduced
to support a more effective management style.
manufacturing company wanted to improve performance by increasing
worker autonomy through teamworking. Teamworking had been developed
with production employees, while administrative and sales staff
continued to work within a hierarchical structure. Just Development
worked with the organization to introduce successful teamworking in
these areas and deliver improved performance, in this case increased
the introduction and support of self-managed teams in production
areas, sales and administrative employees were increasingly frustrated
with their work environment. Their work environment did not compare
favourably with the autonomy provided to production employees.
Frustration was leading to poor performance among the sales and
administrative functions, with sales revenue falling.
Development explored the existing work context, connections and
processes within the sales and administrative functions.
Multifunctional team structures were identified and supported by
employees and directors alike.
was developed through workshops and outdoor activities. The teams now
work successfully together, and the company’s sales revenue has
increased. The ongoing development and success of the teams is
monitored through an integrated staff performance process.
an Effective Performance Process
A manufacturing company
had introduced teamworking, and a new appraisal process. The initial
performance improvements were not sustained beyond a 12-month period.
Just Development, in partnership with the Managing Director developed
a performance management strategy and supported the introduction of an
innovative performance management process leading to sustained
The manufacturing company had
undergone some changes, including the introduction of team working,
and a move towards a more facilitative management style. Initially
this was very successful, leading to increased turnover, reduced
sickness and absence and improved product quality.
Typically, these initial
improvements were not sustained, as the company lacked an integrated
performance management strategy and process.
The Managing Director was
undecided about how to sustain improved performance without returning
to old-fashioned management methods.
Just Development was asked to
evaluate the current situation. We recommended the implementation of
an innovative performance management process.
A performance management
strategy was developed with the Managing Director. The performance
management process was piloted in one department, where it was
developed with the direct involvement of employees from that area.
Through a process of
agreement with the management team, employees collated their own
performance data and managed performance improvements.
The combination of a clear
strategy, performance process and a consultative approach led to
sustained improvements in performance on key business objectives in
the pilot department. In addition, employees experienced enhanced
Following the success of the
pilot intervention, the process was rolled out across the company.