Buisness Consultant (OD Focus) - Part Time

Oisin is seeking to employ the services of a business consultant. This is a great opportunity to join a highly regarded boutique consultancy practice, currently in an expansion phase. Opportunities for professional growth and development are significant.

Working in a stimulating environment, one that will provide you with coaching, mentoring and ongoing support, you will have the opportunity to create and deliver real and sustainable business solutions to corporate clients within Australia.

This role has two key components:

• Designing and delivering strategic people development initiatives
• Growing business within the corporate domain

To excel in this role you will:

• Have significant exposure to the corporate sector
• Demonstrate a strong expertise in consulting across individual, team and strategic needs
• Comfortably engage with clients from senior management through to front line
• Demonstrate exemplary group facilitation skills
• Enjoy crafting solid learning solutions that tightly align with business needs
• Exhibit a relentless focus on the achievement of results
• Have a proven track record and flair for business development
• Hold a genuine commitment to building and maintaining client relationships
• Be self motivated
• Enjoy mastery of skills in the areas of critical thinking, influence, problem solving and creativity

The successful candidate will ideally possess tertiary qualifications in business, psychology, organisational development, human resources development or training.

This is a part time position.

Interested applications should forward a resume detailing how their skills and abilities match the above important criteria. carees@oisinsuccess.com

Building a Sustainable Competitive Advantage

In today’s dynamic business environment coaching is acknowledged as a key vehicle to drive sustained high performance. Organisations are increasingly recognising that in order to achieve competitive advantage they must be able to draw on a strong talent pool and have the capacity to reinvent skill-sets in an ongoing manner.

Factors Impacting Organisations Today

As a whole set of new business dynamics emerge, huge pressure is being placed on organisations to conduct themselves in a radically new manner:

• A greater global focus on environmental factors is exerting a pressure on organisations to measure and report on more than solely their bottom line.

• Social changes mean greater career mobility and less employee loyalty making it more difficult for organisations to retain good employees.

• Globalisation and the associated environment of hyper-competition are forcing organisations to abandon parochial structures in favour of more flexible styles of management.

• Changes in technology are bringing with them new business models and new ways of operating requiring organisations to continually and rapidly develop new skills, knowledge and ways of operating.

• A highly competitive environment requires that organisations get innovative products to market faster and provide a differentiated service response without increasing their cost base.

Building Competitive Advantage

In this demanding environment, only temporary differentiation can accrue from traditional sources. Gone are the days when a patented product, a new operating model or a creative financial management approach alone will generate sustainable competitive advantage. Today, the only true source of sustainable competitive advantage is found within an organisation whose infrastructure and people are capable of innovation and agility. These attributes are essential for exploiting short-lived opportunities.

Today's most valuable strategic resource comes from a combination of three elements: strong of employee capability, alignment of organisational values with employee values and harnessing employee energy in pursuit of organisational objectives.

In order to successfully combine these elements organisations need to execute the following steps:

1. First, organisations must build up the company by acquiring and retaining highly skilled and energised employees.

2. Second, they must find a way to embed individual-based knowledge in the company, making it accessible and useful not just to one unit or one function, but to the entire organisation.

3. Third, organisations must create an engaging, motivating and bonding culture that will attract and keep talented employees.

4. Fourth, organisations need to develop a culture where people are able to quickly develop new capabilities and reinvent their knowledge base as required.

Required Organisational Capabilities

High performing organisations focus their energies on developing far more than “price of entry” technical skills. They recognise the need to build capabilities such as the following:

• Genuine eagerness to embrace discontinuous change

• Rapid acquisition of new skills

• Exploitation and creative use of critical knowledge

• Transformational change at individual, team and organisational levels

• A culture of pro-activity and energy

• Flexibility; the ability and willingness to change when needed

• Breakthrough thinking; the ability to think outside the square and to create innovative solutions

• Emotional intelligence; including self awareness, self regulation, motivation, empathy and the ability to get results through working collaboratively with others

Coaching as a Tool to Develop Sustainable Competitive Advantage

Because of its ability to build desired capability quickly, align organisational values with employee values and unleash the latent energy within an organisation, coaching has emerged as a key developmental tool for all leaders. Built on the premise that real breakthroughs are contingent on the development of ownership, accountability and responsibility, coaching is about engaging individuals and teams to take a highly committed approach to their work and indeed to their total lives. As a collaborative and mutually designed relationship between a coach and a willing individual, coaching focuses on the development of human potential rather than merely the achievement of incremental goals.

As a developmental modality coaching is successful to the extent that it increases employees sense self-responsibility and ownership for their performance, unlocks their natural ability, increases their awareness of the factors which determine performance, assists them identify and remove internal barriers to achievement and ultimately enables employees them to self coach. The coach acts as a catalyst, propelling people toward their goals and the strategic goals of their organisation.

Public Program: Keys to Transformational Coaching

28 and 29 July, Richmond, Victoria

Oisin is proud to announce our next public program for the 2003 season: Keys to Transformational Coaching. This very popular two day program will be held on 28 & 29 August in Richmond, Victoria. The aim is to introduce participants to the concept of transformational coaching and to help them develop advanced coaching skills. These skills can be used to achieve extraordinary results both within their organisations and in their personal lives.

This Program is Suitable for:

• Senior leaders
• Managers
• Organisational development professionals
• Any person who seeks to drive high performance within their organisation

Program Overview: Putting Transformational Coaching in Context

Coaching is a process that enables individuals, teams and organisations embrace the current dynamic business environment and experience transformational change. It involves interacting with people in a way that shows them how to transform or stretch their vision, values and abilities and produce spectacular results in their lives and in their organisations.

Topics to be Covered in this Two-day Program:

• Current trends
• Coaching in the business context
• Building an in-depth understanding of coaching
• Critical coaching skills
• Facilitating the coaching conversation
• Managing each phase in the coaching process
• Assessment models
• Providing feedback
• Facilitating breakthrough thinking
• Managing the psychological framework
• Developing ourselves as coaches

Dates: 28 and 29 August 2003

Location: Fenix Conference Centre, 680 - 682 Victoria Street, Richmond, Victoria

Cost: $1175.00 (plus G.S.T.) - *groups of 3 people or more attract a discount

Booking Info: 61 3 9818 5667 or booking@oisinsuccess.com

www.corporateleadershipcouncil.com

The Corporate Leadership Council website provides its members with access to the results of robust research regarding best practice leadership strategies used within the world's leading corporations. Current areas of major research include: “Addressing the Leadership Crisis: Succession Management Strategies for Ensuring Executive Team Strength” and “Preparing the Next Generation”.

The website also addresses a number of narrower issues through a series of shorter research briefs. Current research briefs include: “Maximizing Returns on Executive Coaching”, “Productivity by the Hour: Enhancing Hourly Employee Performance” and “Benchmarking the High-Performance Organization”.

In addition, the website provides members with a number of online resources, such as online discussion groups, through which topics of particular interest can be further investigated.

The Corporate Leadership Council is a valuable resource for leaders seeking to learn how to most effectively leverage the capability of their people to drive sustainable business results.

Building the High-Performance Workforce

This month’s recommended reading is a publication from The Corporate Leadership Council entitled, “Building the High-Performance Workforce”. This report details the results of a major piece of quantitative research investigating the effectiveness of performance management strategies employed within large corporate organisations.

While a range of potentially useful performance management strategies exist, to date there has been a lack of concrete evidence to indicate the relative effectiveness of these strategies in relation to one another. “Building the High-Performance Workforce” documents the strategies that contribute most to the development of a high performance workforce and then ranks each strategy in order of its effectiveness.

The major strategies reviewed in the study include:

• Performance Management Systems

• Performance Cultures

• Manager-Employer Interactions

• Formal Performance Reviews

• Informal Performance Feedback

• Day-to-Day Work

• Job Opportunities

“Building the High-Performance Workforce” communicates concisely the direct and indirect impacts of each strategy. The results of the research are striking and thought provoking and the report is a valuable resource for leaders interested in creating high performance cultures within their organizations.

“Building the High-Performance Workforce” can be obtained by contacting the Corporate Leadership Council via their website: www.corporateleadershipcouncil.com