The successful candidate will be responsible for providing an efficient and effective service to the consultancy. They will be involved in a wide variety of projects, providing solutions to our clients. This will include designing and delivering assessment centres, coaching clients to meet their full potential, and designing and delivering a variety of bespoke training workshops. They will be confident in answering client queries, and offering advice and suggestions about how to meet client needs. A key requirement for this post is the ability to bring in new business to the organisation. They will also be confident in managing our social media. The successful candidate will have three years work experience, with at least one  year experience working in a related environment.

If you are interested in working with Impact Consulting, please follow the links below to download more information about the job and an application form.

We welcome applications from suitably qualified individuals, irrespective of age, gender, ethnic origin, sexual orientation, religion and disability. All applications will be considered equally and fairly.

We look forward to hearing from you.

Brief, Job Description and Person Specification, Business Psychologist, April 2012

Impact Consulting Application Form April 2012

• The workshop was very useful; I learnt a lot more than I expected to learn, from interview techniques to stress management, which was an added bonus.

• The content was superb. Even the mock interview which everyone was dreading. I felt nervous but wasn’t made to feel silly. I felt that everyone was on my side.

• The workshop was very useful; it made me realise that the future will be bumpy but that I can do my bit to protect myself and other colleagues

It is an uncertain time for many organisations and employees welcomed the opportunity to learn skills to help develop their resilience. We have recently run similar workshops in two other organisations, where participants reported a number of benefits, including increased feelings of positivity and control after attending the workshop.

If you are interested in finding out more about how we could help you develop resilience and maintain positivity in times of uncertainty, please contact us to discuss your needs further.

Most of us will be aware of the rigorous 12 week assessment process Lord Alan Sugar puts his prospective employees through before awarding the successful candidate a job. By employing the services of occupational psychologists, employers could get a robust assessment in one day. Businesses employ the services of occupational psychologists in the area of assessing talent in order to ensure they are selecting the best candidates for available posts. Tests are used to measure the ‘maximum performance’ an individual can reach under standard conditions, thus helping predict future job performance.

There is a myriad of evidence highlighting the benefits of using psychometric testing during assessment. This includes advantages such as attracting the best staff; making selection more objective; and helping to build teams, by selecting the best mix of individuals. Most large organisations are aware of this and use psychometric assessment as part of their recruitment processes; however some organisations may shy away from the idea of spending money on recruitment. Yet if they were aware of the potential costs of not using occupational psychologists in this area, they are likely to change their minds.

Utility Analysis is a process used to calculate the effectiveness of various management techniques and efficiencies in monetary terms. This has shown Systematic Staff Selection to be one of the most cost effective techniques.

Calculations are complex and unique to specific organisational factors. It has been estimated that the use of systematic selection techniques increases productivity of selected individuals, in financial terms, by an average of 40% of their salary. This varies from 20% for operational roles up to over 60% for senior roles. Therefore, if 10 middle managers, on £50K for example, are selected via an assessment centre they are likely to yield a financial benefit to the organisation of £250K per annum (i.e.: 50% of £50K x 10)

Naturally there are costs to weigh against this (the initial costs of selection, the variable costs associated with increased turnover, financial inflation over the period, the corporation tax to be paid on increased profit) but this remains a compelling argument.

Indeed, at Impact Consulting Psychologists, we have had much support from clients who recognise the financial benefits of using our services, and we are not alone in this. Kimberly-Clark found the cost of recruiting the wrong graduate would be equivalent to £37,000 per individual , furthermore Hogrefe reported that Nottingham City Transport saved £154,350 when they adopted a standardized testing process and used psychometric tests to assess candidate suitability for the role of bus driver.

Critical Thinking is one area of competence which is well recognised regarding its importance in a work context.

With globalisation and the fast pace of business, employees at all levels are having to deal with increasingly complex information. They have to make effective and quick decisions. Good decisions require paying attention to the most pertinent information, asking the right questions, and recognizing the difference between factual information and assumptions; this is critical thinking. Pearson Group found that training 25 managers or professionals in critical thinking would yield $720,000 a year.

Occupational Psychologists worth their salt will stay up to date with any research or development in the area of assessment. The psychometrics they use should be relevant to whatever job they are asked to help recruit for. There is no doubt that this gives companies who use occupational psychologists in this area a competitive edge.

Building Leadership

Occupational Psychologists work to bring out the very best in organisational leaders.
Many leaders realise that investment in leadership training and development is an investment in the future of an organisation.

Many of the benefits associated with leadership development include factors such as an increase in staff morale, better ability to develop a clear vision for the organisation, increased creativity etc. Many studies have also found quantifiable results.

Hiscox, a leading specialist insurance company provided a leadership development programme and demonstrated a 693 % return on investment. Benefits included more open and frequent communication, improved performance management and honest conversations with staff. There were also positive behavioural and cultural changes.

Leadership development efforts at a Fortune 100 high technology company provided clear qualitative benefits and in quantitative terms, the median value per participant was a ROI of 150%

The evidence strengthens the argument that leadership development and learning transfer is at the heart of future competitiveness for all organisations.

Coaching for Performance

Occupational Psychologists provide coaching on a one-on-one or team basis, providing an invaluable source of support and development for clients. We work within clear codes of practice including the code of practice of the British Psychological Society, the Association for Coaching, and the Society for Coaching Psychology, to ensure that clients are provided with a high quality professional service, offering reassurance for clients.

There is an increasing amount of evidence to highlight the benefits clients experience from coaching. In a study conducted by the Association for Coaching (2004), 58 % of people who invested in coaching reported better people management and 53% of people reported increased job motivation. While 48% of coachees stated improved work life balance and 42% reported improved job motivation.

In the same study, the Association for Coaching found that 38% of coach purchasers reported that coaching re-engages individuals and leads to increased productivity.

The World Health Organisation (WHO) has estimated that depression will be the number one health problem by 2020. Indeed, £17 billion per annum is lost to business through sick leave and absenteeism. Good coaching would help prevent these shocking outcomes.

Uniting Teams

Occupational Psychologists help enhance team effectiveness through a combination of diagnostic and developmental approaches. They analyse how teams work together strategically and operationally and often use development tools to promote understanding and appreciation of similarity, difference and personal styles.

Research in relation to the use of personality assessment in a team development context highlights the benefits to teams. Some reported benefits include improved communication, better conflict management and more effective problem solving and decision making. Indeed effective communication between team members is associated with better mental health within the team.

Members of teams that work well together experience lower levels of stress; are more effective and innovative, therefore more productive, which creates more profit in organisations.

Braham pointed to a recent study her firm had conducted on work they’d done with American Express. This showed that the blended sales team training programme led to increased sales among staff, equating to a 1599 % return on the cost of the course

Developing Positive Organisational Climate

Occupational Psychologists work with organisations to help develop their internal capacity to be as effective as possible. Current economic pressures are creating previously unseen levels of anxiety within business, creating highly stressful working environments. Research demonstrates that impaired work efficacy associated with mental health problems costs £15.1 billion a year, which is almost twice the estimated annual cost of absenteeism (£8.4 billion)

Stressful working environments encourage negative behaviours and invite excessive managerial control. Indeed, within the NHS, The Department of Health has estimated that the cost of bullying is over £325 million per year
Occupational Psychologists can help reverse the ‘downward spiral’ of stress and negative behaviour in order to create a positive environment for developing sustainable approaches to performance management.

Indeed ‘anxiety’ is an issue which clients frequently present at coaching sessions. It is not surprising that it is such a common problem with the many challenges we experience in life; money problems; bringing up children whilst holding down a full time job; losing a job; dealing with illness are just a few. Reflecting on recent traumatic events in the world can leave us all feeling anxious about what could happen next, the “what ifs”.

Anxiety can occur in many forms, some examples are, phobias, (described as a fear of specific things or situations, e.g. spiders, or flying); panic attacks (intense feelings of anxiety where people feel they are about to die); and generalised anxiety, where a mixture of worries and anxiety symptoms are experienced most of the time. Sometimes we use ‘anxiety’ to describe brief periods of nervousness or fear which we experience when faced with difficult experiences.

As Coaching Psychologists, we have worked with a number of clients who have experienced anxiety, in particular, phobias, panic attacks and generalised anxiety to help free them from its constraints. The techniques we use are derived from Cognitive Behavioural Therapy (CBT); however, rather than performing ‘therapy’ on clients, we use a form of coaching derived from CBT, Cognitive Behaviour Coaching (CBC).

CBC emphasises that how we react to events is largely determined by our views of them, not by the events themselves (Neenan & Dryden, 2008). In coaching, we work with individuals to examine and re-evaluate some of their less helpful views. We work with individuals to develop and try out alternative viewpoints and behaviours that may be more effective in aiding problem-solving or in approaching challenges from an objective point of view. The approach provides us with greater insight into how underlying emotional factors affect our behaviour. By offering this insight, the aim is to help individuals to change any self-defeating behaviour, thinking, attitudes or beliefs they may hold.

Case Studies

The outcome of our work has been extremely positive, e.g. we worked with a manager who experienced panic attacks every day. They were interfering with his life and his ability to live normally was severely impaired. After working with him using a number of CBC techniques, he reported that he was only experiencing attacks every 2 weeks; after the 3rd session, he experienced them once a month and at the final session they were gone. The sense of freedom reported by this person following the coaching was astounding. He reported that the coaching also helped him decide on his career choices; he has since returned to University and has successfully obtained a job in an organisation which fits with his values.

A client whose husband was relocating to Australia for a career move had a fear of flying. She knew she had to overcome this and had 6 months before they were due to leave. Coaching took place over a six month period, and combined Cognitive Behavioural Coaching with experiments between sessions. These involved taking trips to the airport to see planes, taking a short trip in the UK by plane, and then a longer trip to a European destination. The client was able to take the trip to Australia without a panic attack. She has subsequently taken several flights and is able to enjoy the experience.

Gratitude

Through all of our coaching, we encourage clients to focus on what is going well in their lives and being grateful for what they do have despite their individual challenges. The techniques we use have had an amazing success rate. Shelly Rubinstein, Managing Director of Impact Consulting says, ‘I would encourage anyone who is affected by anxiety to seek this kind of support; it has changed many peoples lives. It is so rewarding to hear of the sense of freedom experienced by clients after this coaching; it really does change people’s lives’.

If you would like to find out more about how we can help you beat anxiety, contact shelly@impactconsulting.co.uk

The day highlighted the success of the programme and the benefit in collaborating across professions and providers. It was satisfying to see several participants who had gained promotions, enriched their roles and changed the way they were working for the better. A participant reported that she had won funding for 12 months for £70k for an innovation process where she had to put a business case to 13 committees. She stated “I have done a few leadership programmes – this one pulled it together and I realised what I knew was being built on. I had done the work but not put it into practice – it helped me appreciate this.”

Shelly Rubinstein’s message was about the importance of paying attention to “people skills” in times of change. She highlighted the challenges facing high performing leadership teams. She outlined the lessons that had been learned by organisations which had gone through complex change. She advised on how to take Clinical leadership forward. Her final message was 3 key points:

1. Remain true to self – your values and beliefs.
2. Work on understanding others and collaborating with them.
3. Stay positive and it will “come good” it will help you and others.

The response to Shelly’s presentation gave rise to the following comments from the audience.

“We can see how important it is to get a win-win”

“Now I put the others head on and see things how others see them –I look at the opposite of what my type is”

The presentation is available if you contact Shelly on

shelly@impactconsulting.co.uk

Results demonstrated that one aspect of the programme that had the greatest impact was the understanding of personal style and how we interact with others using the Myers Briggs Type Indicator (MBTI). Impact Consulting Psychologists had facilitated this aspect of the programme and had provided feedback and a two hour coaching session prior to the programme which enabled delegates to integrate their increased personal awareness into their overall learning. Participants provided feedback which included the following comments:

‘… now in a role which is totally outside my clinical expertise – I gained the confidence to do this’
‘Made an impact on awareness of what can be changed and that everything is up for negotiation – don’t have to be stuck’
‘I have put together a successful business case. I changed the slant and presentation as now more politically aware and sensitive – therefore I was successful’
‘I have learned that creativity is about changing the way things have always been rigidly done’
‘On my return negotiated a new role at a higher level’

Presentations made by participants on their progress so far highlighted their experiences following the programme.

One participant reflected that she had been in a very challenging situation and due to the insight, support and skills she gained from the programme she has secured a role which plays to her strengths. She has subsequently won an award for patient services and has gained grant for original research. She shared with those present the impact that “Leading Together” had on her and how transferable her new skills are.
• Liberated her confidence.
• Gave better understanding of leadership style.
• Enabled her to realise her personal aspirations.
• Restored her energies and passion in NHS.
• Now celebrates success more openly.

This event was hosted by the NHS NW Leadership Academy.

The client also wanted us to give managers tools they could use to strengthen their resilience. Impact Consulting worked with the team to help them to recognize their behaviour under pressure, and develop strategies to respond in the most effective way. We used a number of techniques to help managers question the way they see things, and turn their perception around to be more positive.

The workshop was extremely successful and the team reported a renewed energy and enthusiasm going forward, ready to face any challenges ahead.

Impact Consulting were approached by a large NHS Foundation Trust earlier this year. They explained that due to the changes taking place within the NHS, a number of providers would have to be integrated. They were planning a major restructure in order to cater for the merged organisations and wanted our assistance to ensure the process ran smoothly.

When the organisation had confirmed the new structure, we designed a series of assessment centres in order to select the most suitable candidates for the available posts. We know that this process provides a number of key benefits to the organisation and the employees involved. Research highlights the importance of ‘person-job fit’; if a person is well matched to a job in terms of their skills, abilities and personality, they will be happier in the role and feel more motivated at work. This in turn has an impact on the turnover rate thus saving the organsiation money. ‘The cost of an assessment centre needs to be compared with the potential cost of recruitment error (probably between £5000 and £50000, depending on the seniority and potential for business errors’ (Sterling, 2010, CIPD)

The process had a number of benefits for the employees involved in that it gave them an opportunity to identify their strengths and areas for development. Impact Consulting provided employees with an opportunity for developmental feedback, which helped them to produce a personal development plan to outline their goals going forward. For any individuals who were unsuccessful in obtaining a post following the restructure, the development sessions helped them to gain more clarity about their future career direction, as well as strategies for coping with changes.

The commissioner was delighted with the outcome of this work and the managers involved were enthused about working with and developing their new teams. They could clearly see the benefits of the approaches we adopted. Research estimates that use of systematic selection techniques increases productivity of selected individuals, in financial terms, by an average of 40% of their salary. This varies from 20% for operational roles up to over 60% for senior roles. Therefore, if 10 middle managers, on £50K for example, are selected via an assessment centre they are likely to yield a financial benefit to the organisation of £250K per annum (ie: 50% of £50K x 10). (Smith and Robertson)

‘Impact Consulting have been instrumental in informing and supporting our revised strategic direction. It now feels that the organisation has real clarity about its direction of travel and the energy level and commitment of the new HR function is amazing’

With the increase in the popularity of coaching, a number of researchers have tried to establish its benefits. One study conducted by the Association for Coaching found that purchasers of coaching stated better people management skills and increased job motivation resulted from coaching programmes. While coachees reported improved work life balance and improved job motivation. In addition, a study by Quilken (www.quilken.com) found, from a review of research to date, the reported Return on Investment from coaching was between 5 and 10 times the cost of the coaching.

A number of different approaches to coaching exist and at Impact Consulting, we draw on a various theories and techniques as appropriate to the specific situation. One of our favoured forms of coaching is derived from the principles and practice of cognitive behaviour therapy (CBT) (Beck, 1976; Ellis, 1994).

Cognitive behavioural approaches emphasize that our reaction to an event is largely determined by how we view the event and, not by the event itself. We work with clients to help them to identify, examine and re- evaluate some of their less helpful beliefs, which are inhibiting their performance, and work to develop and try out alternative viewpoints and behaviours that may be more effective

Cognitive Behavioural Coaching (CBC) does not seek to give people the answers to their problems or difficulties, but through a collaborative process helps them to reach their own conclusions and solutions

“We have found this approach very successful. Through using techniques derived from CBC, we have helped clients who have suffered from a variety of difficulties including panic attacks, stress, depression, managing uncertainty in their career, performance anxiety when giving presentations and a variety of other issues. The theory and techniques help people to develop a more realistic and objective way of thinking. It is extremely empowering when we realise we can control or change the way we think”

Our clients have reported some remarkable results from coaching, with one client reporting that the experience changed their life.

“This was without doubt the best use of my time in a long period.
The experience was a revelation! I have already recommended Sarah to colleagues, her knowledge, commitment and enthusiasm for coaching and the underpinning theories and principles shine through during the sessions. Sarah allows you the space and time to come to your own conclusions and supports you in looking at difficult areas of your personal and/or work life. My self esteem has improved and I feel more able to view events in a more positive light. With Sarah’s expert guidance I am more content, confident and enthused about my current and future career prospects. Thank you very much for providing such a life changing opportunity, I have enjoyed my sessions and will miss meeting with Sarah” Associate Director of HR, NHS

“My coach quickly established with me key areas for work and helped set goals and a timeline around them. The purpose of coaching was to establish a new career path for me. One direct result of the coaching was that I have a new job which my coach was instrumental in obtaining for me. A very worth while experience.”

The evidence from our clients highlights the enormous value and potential of coaching. As global crises mount, anxiety and distress will become increasingly common. The World Health Organisation (WHO) estimates that depression will be the number one health problem by 2020. Through coaching, we can help people to develop strategies that they can use for the rest of their lives to take control of their thinking, and ultimately increase their personal power and resilience.

GP Survey; The unknown unknowns

Impact Consulting conducted a regional survey into both GP and PCT Commissioner’s views on the challenges facing emerging GP Consortia and the implications for ongoing leadership development amongst GPs. The survey output made for fascinating reading and the respondent profile in itself spoke volumes. The vast majority of responses were from senior commissioning staff, from PCTs in transition, anxious for their concerns to be taken on board. There were disappointingly few responses from GPs, despite the direct impact these changes will have on them. It is not clear whether this indicates a lack of interest or a sense of denial or doubt as to whether these planned changes will actually take place at all.

Many specific and useful suggestions were made with regard to development needs, but the underlying view brought to mind Donald Rumsfeld’s memorable ‘unknown unknowns’ – in that many GPs and prospective leaders of new consortia may not have yet realised just what it is that they don’t yet know! Fundamental to this are the implications of their required shift in perspective, moving from ‘patient advocate’, with emphasis on clinical governance, to ‘holders of the purse strings’, with emphasis on commercial imperatives and issues of corporate governance. Focus will need to move from individual patient needs to ‘big picture’ concerns, regarding wider population health levels. In addition, effective relationships need to be established both within consortia and with a whole range of prospective partners and stakeholders – in addition to preparations to field the inevitable negative media interest further down the line, when the honeymoon period is over and the impact of any budget limitations, on the patient service experience, is firmly ‘their fault’.
In terms of development needs, respondents saw the main concerns as being around Leadership skills – especially strategic thinking and decision making. Increased awareness of how the wider NHS economy actually operates was seen as an imperative as well as increased recognition of localised challenges and opportunities. Inevitably there were practical issues of concern, such as ability to establish effective and appropriate governance procedures, as well as a specific ‘to do list’ of hard skills, such as: contracting procedures; legal requirements (ie: “to keep out of jail”); and basic people, change, project and risk management skills.
However, equal and sometimes greater emphasis was put on the ‘soft’ interpersonal skills, both with regard to prospective provider partner relationships and stakeholder engagement, and within the consortia themselves. The latter is likely to require abilities in consensus building and conflict management, balancing the needs and demands of individual GPs and Practices with those of the overall ‘organisation’. Impact Consulting’s particular role, in this respect, is to help bring into play awareness and management of ‘Emotional Intelligence’ in this arena. Clients have found this concept to be a really helpful lever in the development of a wide range of interpersonal skills, particularly amongst clinical leaders.

GP Consortuim Board Development -Building flexibility to deal with change

Insight and learning from our recent GP survey has been invaluable in helping in the design and development of an emergent GP Consortium Board in the Northwest Region. Impact Consulting recently helped support a Board Development Team through this process. Initially, their effectiveness had been somewhat undermined by individual insecurity and group uncertainty as the recognition dawned of the scope and complexity of the challenges ahead – especially in the absence of clear guidance from the DH. This was countered by establishing a clear vision for the Board, and for healthcare within the consortium footprint, through use of a ‘future basing’ exercise – to help establish objectives and a strategy for moving forward. There were distinct advantages in starting with a relatively clean slate, in terms of outlook, and the group were able to move beyond ‘institutionalised constraints’ which might block progress within established organisations.

The view was that as flat a structure as possible was required for the Board, with a determination to minimise the need for excessive bureaucracy and ‘top down’ control, while maximising opportunities for constructive challenge. Garrett’s Board Tasks model was used to explore the workings of an effective board and the demands most boards face in reality, coupled with examples of where boards have failed spectacularly, and why. The main tension is generally one of balancing the demands for ‘conformance vs performance’ – ie: trying to satisfy requirements for accountability with the needs for policy development and proactive positive change. Focus was placed on maximising opportunities for strategic thinking and planning, within board meetings, by driving management and operational issues down to a sub-board. The structure of the final Board is planned to consist of a Chair (GP) and one tier of board members, at least two of which will be GPs (including the mandatory roles of Accountable Officer and Caldicott Guardian). The executive roles, of Finance and Operations Managers, will be filled by non-clinicians with previous relevant experience. From the governance perspective, two functional boards will report to the Operations Manager (Clinical Board, including Health and Wellbeing Board and Social Care reps, and non-clinical functions) and, in addition, representatives from the Public, Local Authority and the Clinical Board will sit on the main board – operating in a non-executive capacity (as ‘scrutineers’).

The key issues of learning here were around recognising where specific skills were required within the Board and ensuring these were selected for effectively. This highlighted the requirement for professional support in this process, eg: identifying and selecting the key skills and competences and experience within an assessment centre designed for this purpose. However, an internal question this and other emergent boards will face is whether key positions should be filled through appointments (by the Board Development Team) based on proven ability, or through a system of voting by the Consortium as a whole. This brings us back to our initial problem around the dangers of ‘unknown unknowns’ and the implications of important decisions being made without a real understanding of the implications.

Background Challenges
As a backdrop to all this, the PCT ‘mother ship’ is generally experiencing plenty of problems of its own during the period of transition. Although the senior staff of the PCTs we work with are fully committed to continuing to ensure positive outcomes for patients, the survey revealed numerous and inevitable issues around low morale and de-motivation – and possibly in some cases resentment towards new consortia who will take their jobs. The challenges of operating under these circumstances are legion and it is hard to sustain the critical mass required to ensure a professional legacy is delivered to the emergent consortia. PCTs often have no substantive CEO, with key staff being lost almost daily (along with their organisational memory), and conflicts often abound. Inevitably there are issues around who holds the mandate for various functions during the transitional period and tensions are involved in just keeping the show on the road – often against a backdrop of financial challenge.

Future support
Clearly there is a need for hard skills training within emergent Consortia – for example in budgetary awareness and management techniques. We provide support in helping to identify the skills required and offer approaches to both selection and development built around current financial constraints and the budgetary requirements of sustaining talent management into the future.
Our main area of support to emergent consortia is around the use of Emotional Intelligence in addressing the whole range of interpersonal challenges they face – with regard to stakeholder and partner engagement and in balancing the needs of the consortium with those of its GP members.

However, prior to all this is the need to help consortia build the kind of Boards which will help reinforce success, a clear vision of the future and a strategy to get there and sustain effectiveness. As one concerned respondent to our survey stated: “Please remember, it is no good commissioning care for today without making arrangements for care tomorrow”.

Analysis of the findings across a number of NHS organisations has recently begun.  In a sample of approximately 300 employees of one NHS organisation, the headline findings have revealed the following:

• There are strong associations between stress in the workplace and incidences and perceptions of personal disrespect, mistreatment within the job and, in some cases, incidence or threat of physical harm.
• Individuals with higher levels of internal locus of control, emotional stability and positivity all experience lower levels of stress in the workplace, than their higher scoring colleagues. This group also perceive and experience lower incidences of negative behaviour, with regard to colleagues, bosses and the climate in general.
• There are strong associations between occurrences of negative behaviour in each of the dimensions of the OBA instrument (perceptions of personal disrespect, mistreatment within the job and incidence or threat of physical harm), indicating that individuals that perceive negativity in one aspect also perceive it in others.

More complete analysis of this data is currently underway but initial interpretations suggest a central role for psychology in the diagnosis and treatment of negative cultures. It is clear that a downward spiral can occur where an adverse climate leads to negative behaviours which further undermine the climate. However, it is likely that differing personality characteristics influence individual thresholds, sensitivities and tolerance to stress, challenging behaviours and situations. This has clear implications with regard to staff selection and management practices. It is too early to draw definitive conclusions and it is intended to publish full findings over the course of 2011.  Nevertheless, it is probably safe to say that ‘one person’s performance management is another’s bullying’!

If you wish to find out more about OBA click here.  To register an interest in receiving our analysis report once published contact us today on 0161 351 2290 or by emailing phil@impactconsulting.co.uk.