In a recent panel discussion hosted by OPRA on Transitioning to a New Normal, Christian Frederiksenof global real estate services firm JLL stated “The purpose of the firm is many things, but certainly one of them is to achieve financial returns for our shareholders. Does wellbeing come into that? Is it something that we should [...]
Resilience in psychology is the positive capacity of people to cope with stress and adversity. COVID-19 presents as a major health, social, economic and personal challenge which will require us to demonstrate resilience at home and work. OPRA has pulled together some simple but effective strategies for you to use, share within your workforce or with your friends and family.
OPRA Psychology Group have won a Global Award, at the International Brandon Hall Awards, for their Future Skills Mapping Project designed in conjunction with Westpac Banking Corporation. OPRA, joins the likes of IBM, winning in the Category of Best Advance in Career Management and Planning Technology.
There are few words than cause fear as quickly as the word Change. Despite being anxiety inducing, it is the organisations that embrace change who survive; however, those who remain stagnant often fail. As Benjamin Franklin (2017) once said, “Without continual growth and progress, such words as improvement, achievement and success have no meaning”. But [...]
Exit interviews provide a structured framework for understanding the motivations and drivers that contribute to an individual exiting an organisation.
Psychometric assessments provide detailed understanding of a candidate’s cognitive abilities, behavioural and personality style, values and motivations.
Research supports that developing the emotional intelligence of managers equips them with the skills and abilities to provide their employees with effective and continuous coaching for performance.
Good leadership is a key ingredient to an organisation’s success. Many companies promote employees into leadership positions based on their technical expertise, however, it takes more than technical knowledge to make a successful leader.
A recent article in the HBR described diminishers as leaders who “underutilize people” and multipliers who “care less about their own IQ’s and agenda."
How much does it really cost to value your employees when the return on that investment can be so high as was demonstrated by the Canterbury Earthquake? It’s worth thinking about. Who knows when you will next need to rely on your employees in a difficult and stressful situation.
