Our philosophy is centred on the delicate balance
between learning and change. Organisations must learn faster than the rate of
change in their environment if they are to survive.
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balance in approach |
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There are clear links between:
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risk management |
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organisational learning and knowledge management |
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systematic frameworks for people management |
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performance measurement |
Research shows that organisations that balance these effectively tend
to perform best in the long run. |
| balance in expertise |
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We have specialist expertise and experience in 4 key areas of human factors
in management - namely:
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organisation analysis and development, including team and job
design |
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HR policy development and people management |
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human factors in safety and competence assurance |
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performance management of organisations and individuals |
We blur traditional discipline boundaries to provide unique and
innovative insights into how people work together in organisations to
achieve results. |
| balance in activities |
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We are not an ivory-tower consultancy. Nor do we run so hard chasing
projects that we never take time to reflect. We make connections between
theory and practice. We maintain a balance across 4 main types of
work:
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cross-company sector frameworks and evaluation projects |
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research studies on learning, skills, and employment issues |
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practice-based HR/OD tools and diagnostic techniques |
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real-world projects working with directors and managers in
companies |
The projects and clients pages give
examples. We have a proud track record of well-researched and readable
reports on employment and skills issues, whether at company, sector, or
country-wide level. We link strategy to
reality-based action plans, and deliver results against targets. |
| balance in strategies |
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We specialise in flexible skills strategies based on systematic competence analysis and
frameworks, whether at company, project, or industry sector level. We believe that organisational learning strategies need to be:
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fast - short, sharp interventions timed to fit organisational
requirements |
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flexible - based on continuous learning |
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fit-for-purpose - just-in-time approaches
to match the organisation |
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focused - on values and competences that really matter for the
business |
Skills strategies also need to include processes for communication and
involvement, for measuring performance, and for handling reward systems.
See the projects page for more details.
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| balance in philosophy |
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There are 4 main definitions in competence theory:
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adaptive competence - applying competences to
novel situations |
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proven competence - performing work to a
set standard |
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organisational core competencies -
aggregated capabilities |
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predictive competency - characteristics
of superior performers |
The rowanhill approach
focuses on proven competence, but applies it within strategic frameworks, and translates
‘superior performer’ qualities and even ‘metacompetence’ into assessable terms. In other words, we integrate the
4 concepts into a holistic approach where competency standards and performance
measurement are aligned rigorously to critical business processes. |
| balance in organisation type |
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We know that ‘one-size-fits-all’ just does not work. We never fall into
the trap of assuming there is a ‘right way’. What worked well in the past
for blue-chip companies may do more harm than good for nimble SMEs or service
companies. Each organisation has its own unique blend of characteristics
which will balance:
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attitudes to risk, growth and speed of
response |
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the emphasis placed on the needs of
people in the business |
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the degree of external control (e.g. by
clients or regulators) |
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scope to dominate the market or focus
inward |
This is particularly important when working with
clusters of companies or on cross-sector initiatives.
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| balance in organisation analysis |
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The rowanhill
approach to organisation analysis allows for differences in goals and culture in
different organisations. We have developed a deceptively simple model that
balances:
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futures, learning, and knowledge value |
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organisational culture and leadership style |
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business processes and investment |
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growth capacity and marketing strategy |
It will help you choose change strategies that support the style of
organisation you want to be, and reject other inappropriate routes. |
| balance in performance |
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Many organisations struggle with goal-setting and performance measurement.
Often they use measures that are too narrow, or too wide-ranging. KPIs
often get confused with targets. Sometimes the measures even conflict with
the firm’s goals - particularly as they translate down to teams and individuals. The rowanhill
approach uses tried and tested techniques to clarify and simplify
goal-setting and to root performance measures in organisations’ own core
objectives and stakeholder needs by balancing:
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knowledge value, futures, and learning |
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people and resources |
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contribution and compliance |
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service/operations and financial value |
Our risk-based approach ensures that business goals and performance measures
reflect a balanced range of interests, not just the ‘bottom-line’.
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