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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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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.”

We couldn’t agree more. A recent report released by the Association of Fraud Examiners states that the estimated loss to an organization as a result of fraud is 5% of its revenue each year. Moreover, surveys suggest that companies with a good reputation for ethical conduct are more likely to attract key talent.

With so much value at stake, boards and executives can’t allow ethics to remain a strictly private matter between an employee and their conscience. It should become their prerogative to actively promote ethics by articulating the organisation’s core values, communicating them throughout the enterprise, applying them in day-to-day practice and creating corporate policies and practices that work with, not against, the principles of ethical behavior.

Although managers oriented to the bottom-line may find ethics a difficult standard to prove, the corollary may be a better test. Unethical behaviour can be costly. One need only to read the headlines in the business sections of newspapers to understand that the price of misconduct is rising:

  • 15 prominent South African construction firms: R1.46bn to settle a multi-year investigation into bid-rigging (2013).
  • Indian drug company Ranbaxy: $500 million in fines, forfeitures, and penalties (2013).
  • Former estate agent Wendy Machanik: R1,5 million for defrauding clients (2012).
  • Pharmaceutical giant, GlaxoSmithKline: $3billion for criminal and civil violations (2012).
  • British-lender HSBC: $1.92billion to settle a multi-year US criminal probe into money-laundering (2012).

To conclude, a programme that is designed to instill the organisations” values in its’ employees must be more than a precise model of ten points that sits on a shelf. It must be a dynamic, living instrument. Every month and every year organisational circumstances and situations change. When such changes occur, managers are required to re-evaluate the goals and contents of even the most thorough value programmes. As Bill Hewlett noted: “The HP Way was never really written down… It really seemed built in and understood…[you keep the values alive] by example. Do as I do, and not do as I say.”


Impact of Organisational Values on Business Performance, by The European Centre for TQM.

The people side of Risk Intelligence, by Deloitte.

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