SERVICES OUR PHILOSOPHY – “DO NO HARM” Our philosophy at Psymetric is simple yet profound – it is to “do no harm” in our daily dealings with people and companies. This medical ethics phrase “do no harm” is believed to be taken from the Hippocratic Oath and has been an axiom central to clinical pharmacology and the education of medical and graduate students and is attributed to the English physician, Thomas Sydenham. The phrase was commonly used since the Middle Ages and was nearly exclusively transmitted orally and rarely appeared in print. Despite the challenges, it remains a potent reminder that every decision carries the potential for harm. From the other side of the spectrum, the writings of the Dalai Lama and the essence of his teachings is to help others if possible, and if that is not possible, at least “do no harm”. We thus believe in the societal responsibly of organizations to “do no harm” in applying the power they yield over human beings through the control of pay, promotion, job content and organisation structures versus the entrepreneurial aspect of previous generations who controlled their own destiny, at least in the modern world. OUR MEDICO-LEGAL OFFERING: We provide attorneys with superior medico-legal support by delivering comprehensive and well-timed expert reports in determining Read more OUR PSYCHOMETRIC ASSESSMENT PROCESSES OFFERING: Our Assessment Processes focusses on Leadership Potential Assessment & Development and Recruitment, for all levels in the organisation (Director, Executive, Senior Management, Middle Management and Non managers). Read more OUR ORGANISATION DEVELOPMENT OFFERING: Our approach to Organisation Development is inspired by the unique Stratified Systems Theory and provides leading edge academic and theoretical modelling and methodologies to organisations in quest of mobilising their human resources more appropriately to achieve higher returns on investment. Read more OUR MEDICO-LEGAL OFFERING: One of Psymetric’s core competencies is our medico legal expertise provided to attorneys in support of their clients’ Road Accident, Medical Negligence and Loss of Support claims. Through our extensive knowledge of the world of work, we assist in determining: Pre-morbid vs. post morbid career paths Pre-morbid vs. post morbid earnings Future employability Loss of income / support We provide attorneys with superior medico-legal services by following a detailed approach which includes: Conducting in-depth, structured interviews with clients. Conducting research and collecting extensive collateral information to determine pre- and post-morbid career and earning prospects. Liaising with other medical experts. Researching latest salary trends and utilising the most current salary survey data to determine loss of income. Developing joint minutes with opposing Industrial Psychologists as and when needed. Participating in pre-trial consultations with attorneys, advocates and other experts. Acting as expert witness when required. Attention to detail is a fundamental aspect addressed in our business which is why we ensure that all instructions are handled with due diligence, professional and efficiently. Our team’s knowledge of people, earnings and career progression enables us to deliver an unrivalled service within the medico-legal domain. OUR PSYCHOMETRIC ASSESSMENT PROCESSES OFFERING: Our Assessment Processes focusses on Leadership Potential Assessment & Development and Recruitment, for all levels in the organisation (Director, Executive, Senior Management, Middle Management and Non managers). Our processes more specifically are the following: Comprehensive Psychometric Profiling For Recruitment, Selection, Talent Mapping, Coaching & Development Comprehensive Psychometric Profiling For Counselling On-line Psychometric Profiling For Recruitment, Selection, Talent Mapping & Development Career Counselling / Guidance (at all levels) OUR ORGANISATION DEVELOPMENT OFFERING: Our approach to Organisation Development is inspired by the unique Stratified Systems Theory and provides leading edge academic and theoretical modelling and methodologies to organisations in quest of mobilising their human resources more appropriately to achieve higher returns on investment. The methodology is designed to deliver through the mobilisation and participation of leadership and employees in designing appropriate change. The strategic models, for all its organising and language framing power, is not sufficient to respond to all the dynamics of change – change in essence is too complex for any model to capture in its totality. Strategic models are not able to determine managers’ underlying motives to change, neither their commitment nor their behaviour. The executive leadership must specify these properties, in order to produce the desired outcome of change. Management is often tempted to focus on only one organisation lever when they pursue change; usually the topic that relates directly to the comfort zone of the manager. Regardless of the organisation’s position, the change elements within the strategic models must be addressed and adapted to form a congruent unison for the organisation to achieve people-internalised and organisation-institutionalised transformation. The strategic models also suggest discrete levers for change to be addressed. The reason for creating the levers is simply to shine the evaluation light on that particular element of the organisations’ strategic intent. Incidents of the moment usually emphasise singularities, which sometimes lead management to ascribe different weightings and priorities to the discrete levers, which consequently can lead to attention deficiency on some levers. This does not imply that the separate levers can or cannot work individually. Large-scale systemic change implies by definition that each element is intrinsically interwoven within the others. Thus, if the organisation has a perfectly appropriate Structure, but the Strategic Intent or Systems are dysfunctional, the whole organisation suffers. By stratifying this problem, the answer seems obvious. The higher the level of organisational complexity practised by the executive team, the more they will appreciate the strategic models as a singularity. As one moves down the levels of the organisation, it is obvious that the understanding of the strategic singularity must be separated into manageable components. At the lowest levels of the organisation, it would not be uncommon for each lever to be further deconstructed into smaller, step-by-step methodologies to investigate, evaluate and improve upon.