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Group 360 Assessments Are What We Do Best
Group 360 Assessments Are
What We Do Best

Origin recently conducted a 360 assessment of 13,541 managers
globally and across all levels within the client organisation issuing
11,893 individual feedback reports. By adopting our professionally
managed phased-approach all this was achieved in as little
as 2 months!
Click here to see how we can do the same for you.

Large-scale Online 360 Assessments
Large-scale 360 Assessments

“from the planning phase, through to the execution system,
and technical support, you have once again enabled
us to facilitate the process within the group, with confidence.
Of special note is your willingness to accommodate certain
special requests and deviations from the status quo.”
Nadine Fedeli -- Manager HR: PSS Talent Management
OD & Change Sasol Shared Services Sasolburg.
We can do the same for you. Click here.

Our Clients
Our Clients

Origin is the measurement solutions provider to some of South Africa’s most prestigious and successful organizations. Click here to see our client list.

Get In Touch With Origin
Get In Touch With Origin

Origin measures what matters most -
People, Performance, and Perceptions.
To get in touch with us click here now.

Why Choose Origin?

Why Choose Origin?

We do the work. This frees up your resources to focus on daily tasks. Our dedicated team of young professionals have the know-how and experience to get a quality job done each and every time.

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360 Assessments

360 Assessments

What we do best. Origin has developed a proven, unique methodology for running 360 assessments.

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Get To Know Us

Get To Know Us

Origin is young and ambitious. The business has evolved over a period of some 15 years. We are now clearly focused on becoming the best measurement solutions provider in the enterprise feedback arena.

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What We Can Do For You

What We Can Do For You

Take the weight off your shoulders. All we need is a clear understanding of your measurement objectives and a list of people participating.

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Archive for the ‘360 degree assessments’ Category

The Economics of Ethics

Posted on: June 26th, 2013 by Liesel Burrows

There’s a growing sentiment amongst the business world’s top thought leaders that ethics and economic performance are not at odds… in fact, they are intrinsically linked.

Robert Haas, chairman and chief executive officer of Levi Strauss & Company, San Francisco, talks about values in a recent Harvard Business Review: “We’ve learned . . . that the soft stuff and the hard stuff are becoming increasingly intertwined. A company’s values – what it stands for and what its people believe in – are crucial to its competitive success. Indeed, values drive the business.” (more…)

4 basic guidelines for creating your own leadership strategy.

Posted on: May 10th, 2013 by Liesel Burrows

Leadership. It’s the most critical aspect of any organisation, and yet often the least understood and nurtured. In today’s corporate world, formulating your own leadership strategy is essential. This may sound intimidating, but it can be  simpler than expected and far more rewarding than you may have imagined. Here are some basic guidelines to help make sure your organisation isn’t just turning a profit, but continually developing its leadership muscle for sustainable success.   (more…)

Everything rises and falls on leadership

Posted on: May 10th, 2013 by Liesel Burrows

Without proper leadership, even the best and boldest strategies run the risk of dying on the vine with their potential never fully realised. Leadership failure-rates can range from 50% to 60%, which should be a major cause for concern as this costs organisations billions each year (Hogan et al., 1994). There is ample evidence in the news and in recent research reports that even some of the best organisations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future. We hazard a guess that leadership shortcomings are largely to blame. (more…)

Bad Leaders Can Change Their Spots

Posted on: May 7th, 2013 by Liesel Burrows

20130125_1We have many ways to describe the common belief that a person’s behavior is relatively fixed: “A leopard can’t change his spots.” “You can’t teach an old dog new tricks.” You could probably add a few more old saws yourself. This view, we’ve found, seems especially prevalent in relation to senior leaders with noticeable weakness, like an uncontrollable temper or a marked tendency to be rude or unreasonably demanding.

John H. Sununu, former governor or New Hampshire and later White House chief of staff to George H. W. Bush, had a reputation for being extremely unpleasant to work with. This finally prompted him to ask an aide, “Why do people take such an instant dislike to me?” After a brief hesitation, the aide replied, “Oh, I’m not sure sir, but I guess it just saves them a lot of time.”

Intuitively, this notion makes so much sense. Surely the combination of age, power, success, inadvertent and deliberate moves to avoid feedback, and years of practicing their vices with impunity leaves little incentive for senior leaders to change.

And yet we contend that they can — and they do. Here’s why: (more…)

Managing what matters most

Posted on: March 5th, 2013 by Liesel Burrows

In the most recent Global Talent Management and Rewards Study, conducted by Towers Watson, it was found that companies are having difficulty attracting and retaining the high and critical skill employees necessary to increase their global competitiveness. Almost three in four organisations reported difficulties attracting critical skill employees, and more than half reported difficulties retaining them.

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