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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.

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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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HR’s evolution as a strategic partner

Posted on: November 20th, 2013 by Lara Johnson

The most common reason HR strategic plans fail is a lack of integration with business strategy. Creating a comprehensive HR strategic plan is essential for securing HR’s position as a strategic partner. Effective strategic planning allows the HR function to demonstrate the influence of its capabilities over the success of business priorities, prioritize resources efficiently amongst HR sub-functions, and make a cogent argument for further investments in the function.

The best HR functions focus strategic planning on four key imperatives:

One, top business priorities must be translated into talent ramifications. HR’s effectiveness as a strategic partner is compromised when the strategic planning process does not surface, explore, and translate business strategy into HR strategy. To create effective and lasting HR strategic plans, you must understand the needs of the business and demonstrate how HR can act as a strategic partner.

Two, initiatives within the HR function must be prioritized based on current capabilities and projected needs. Many HR functions focus investments where there are capability gaps in each sub-function, but these areas are not always essential to business priorities. Focus on assessing your current capabilities against the needs of business priorities, and identify how HR sub-functions can support the prioritized list of HR capabilities through an integrated HR strategy.

Three, strategic plans must be communicated to partners in the business to secure leadership buy-in and investment. For buy-in to occur, create audience-specific communications and business cases that link HR strategic plans and HR investments to the priorities of the business.

Four, plans must be allowed to evolve to reflect ongoing changes in business conditions. HR strategic plans typically lose all of their decision-making value within 10 months, requiring organizations to revisit their strategic plan at least once during the year. To ensure strategic plans hold their value over time, create a framework for monitoring the continued business relevance of strategic plans and adapting those plans when business conditions do change.

For more executive guidance on integrating talent strategies across the HR function and the organization more broadly, download our complimentary, best-practices white paper “Five Common Mistakes in Integrated Talent Management”.

 

This article is courtesy of CEB

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