• help staff to see the benefits of both practices working more closely together
• help identify any issues which were getting in the way of them working effectively
• address any 'niggles' in a helpful and constructive way

• 'Groundrules' for the day were established
• Through facilitated discussion, everyone agreed "How they would like it to be"
• Everyone described "how it was now"
• Things that they would like to get rid of which would help move things towards the way that they would like it to be were listed
• Issues were consolidated and a short list of four or five points was agreed.
• Barriers that were likely to get in the way were identified
• Overcoming the barriers was discussed
• Action plans were put in place

The Managing Director of this manufacturing operation requested an independent assessment of the capabilities and potential of two other board members with a view to securing the most capable to the role of Operations Director.

With the agreement of all parties, the desired competencies and expected behaviours were agreed. Questions were then developed to assess capabilities against the competencies and behaviours. Psychometric questionnaires were utilised to aid the assessment.

Feedback was provided to both Directors on the outcomes from the questionnaire which helped them construct a Personal Development Plan. An independent assessment was provided to the Managing Director regarding the suitability for the new position. The recommended candidate was appointed.