Case Studies

Case Studies

InsightS – Embedding Key Behaviours…

“… there’s nothing quite as intensive as real, observed behaviours… getting very prompt feedback that people are able to take on board… it was an environment that people absorbed that feedback really well… a really telling feature of the program” — Greg M, Business Unit Manager

Our collaborative partner Altus Pacific engaged with a major Australian utility company to deliver an ‘InsightS‘ program focused on the behaviours that underpin key success areas such as Business Development, Consulting and Delivery. As a new entrepreneurial business unit formed through acquisition, the client identified the need to turn its consultants into business builders (until then reactive), who proactively sought customers and adopted a more strategic market view.

Metrics resulting from a 360 degree organisational survey pre and post program, indicated over 60% increase in behaviour change. Customer survey results also markedly improved following the program. Here’s a short vignette of the program’s unique design and positive impact…

An HRD solution for higher education…

Virtus OD was engaged by the Teaching and Learning Centre of Hong Kong’s leading Liberal Arts university to review and develop a draft proposal into a fully integrated program. The Learning and Teaching Development Programme (LTDP) is a work-based professional development programme for higher education professionals, PhD students and graduates, newly hired university educators and others interested in enriching their teaching and development experiences at Lingnan University.

“The 7 LTDP study units are tailored to help participants quickly adapt to a Liberal Arts context and are arranged into workshop/ seminars that are interactive and will reflect good practice to encourage innovative and creative strategies in teaching and learning” Professor J.P. – Director, Teaching and Learning Unit

Each unit commences with an introductory two-hour seminar/ workshop at one monthly intervals. In order for participants to engage with each unit in a meaningful way, they are encouraged to complete any prescribed pre-readings/ activities, and invited to raise issues and contribute topics of interest and relevant material specific to their disciplines, if deemed necessary during the workshops and within the following Moodle personal reflection and peer responses.

“Feedback and reflection are critical to developing an individual epistemology, accordingly the LTDP participants’ draw on the feedback and observations from faculty and peer mentors, and additionally may engage with the response and critique from the student consultation process”. Professor J.P. – Director, Teaching and Learning Unit

Team-Coaching for Performance…

“… coaching is notoriously interdisciplinary and, as a result its understanding is rather patchy and as a result, its development and implementation can be somewhat sporadic.” — Cox, et al. (2010)

Company D, a multinational medical research, manufacturing and supply organisation sought the assistance of Virtus OD to consolidate their leadership coaching framework and supporting skills. The resulting program, based on a model developed with our collaborative partner Altus Pacific was specifically designed to develop the critical attributes of enhanced communication, emotional and people management skills. It focused on the coaching techniques necessary to build trust, defuse resistance, facilitate acceptance, and motivate people to model desired behaviours.

The principles of this program were consistent with the concepts of distributed knowledge and collective competence, in that knowledge sharing in the team becomes a ‘natural activity, rather than something to be controlled’ (Kets de Vries, 2011). Principle design philosophy centered on the concept that most human resource development is overly concerned with individual competence, development and assessment, which is a major oversight in the contemporary support and development of team members and other collective group-based work functions (Hager and Johnsson, 2009).

“The CFP program has the potential to be quite challenging for some of the more ‘rusted-on’ attendees… this is by design, because beliefs and attitudes are particularly problematic to modify… We sought change and received a framework for a powerful organisational intervention” — Group HR Manager SG, Company D.