M.A.D. focuses on profiling competencies, individual and team assessments, and developing psychological tools and instruments. It believes values are vital and is committed to satisfying clients through individualized service excellence, promoting personal insight and growth, and providing accurate, fair and legally compliant assessment results. M.A.D. combines insights from psychologists in different locations to offer a greater variety of assessment tools.

2. M.A.D.’s business focuses on the following four areas . . . Profiling of Competencies Individual and Team Assessments Psychological Tools and Instruments Development Process M.A.D.

3. We believe values are a vital underpinning of the business we are in Upholding individual integrity through the highest ethical standards. We are committed to the following : Satisfying our clients through focused and individualised service excellence. Promoting personal insight and growth as the cornerstone of our processes. Providing assessment and development results that are accurate,f air, valid and in line with current legislation. insight and growth individualised service excellence individual integrity in line with current legislation

4. M.A.D. model of individual complexity Technical/ Functional Skill, Knowledge Behaviours Cognitive Capability / Potential Values Interests Personality EQ Organisational Fit External Factors

5. The service we offer : Grouping of psychologists Combining of insights Greater availability Professional office and infrastructure Johannesburg Cape Town Greater variety of tools

6. A practitioner’s guide to prediction of later job success © High Low V A L I D I T Y Assessment Centres Ability Personality Group Activities Bio-data In-trays Appraisals Physiological Measures Interviews References Astrology Phrenology

7. Assessment toolbox In conducting assessments, we at M.A.D. are not bound to any specific battery of psychological tests or instruments: Assessment area Possible tools Behaviour In-tray exercises Fact-find exercise Problem-solving Group discussions Interview simulations Interests Self-directed search Inventories General The Wheel Brain profile 360 review process Bar-On EQ-I Values and Motives

8. Assessment toolbox ASSESSMENT AREA POSSIBLE TOOLS Personality: 15 F.Q. + NEO S.O.R.T. M.B.T.I. Management Insight Process M.M.P.I. O.P.P. / O.P.Q. Cognition: C.P.P. C.P.A TRAM 1 & 2 APIL B HRSC Test Material WAIS III

9. Criteria-exercise matrix Criteria Non-assigned role group discussion Assigned role group discussion Interview simulation Fact find exercise Analysis exercise or scheduling In=basket exercise Oral presentation Criteria based interview 1. Stress tolerance X X X X X X X X X X 2. Flexibility X X X X X X X X X X X 3. Adaptability X X 4. Tenacity X X X X X X X 5. Independence X X X X X X X 6. Integrity XX 7. Attention to detail X X X X X 8. Planning and organisation X X X X X X 9. Management Control X X X X X and monitoring 10. Delegation X X X X X X X X 11. Leadership X X X X X X 12. Subordinate Dev. X X X X X X 13. Organisational Sensitivity X X X X X X X X X X X X 14. Judgement x x x x x x x x x x x x 15. Problem analysis X X X X X X X X X X X X X 16. Decisiveness X X X X X X X X X X X X X X XX Indicates that this type of exercise normally elicits behavioural existence of this criterion Indicates that this type of exercise is particularly suited to generting this behaviour

10. Criteria-exercise matrix ( cont .) Criteria Non-assigned role group discussion Assigned role group discussion Interview simulation Fact find exercise Analysis exercise or scheduling In=basket exercise Oral presentation Criteria based interview 17. Creativity X X X X X X X X 18. Numerical Analysis X X X 19. Comm. Awareness X X X X X X X 20. Risk taking X X X X X 21. Listening X X X X X X X X X 22. Oral Communication X X X X X X X X X X X X 23. Written Communication X 24. Interp. Sens/Emp. X X X X X X X X X 25. Impact X X X X X X X X 26. Teamwork X X X X X X X 27. Initiative X X X X X X X X X X 28. Resilience X X X X X X X 29. Energy X X X X X X X 30. Work standards X X X X 31. Commitment X X 32. Customer Service X X X X X X X X X XX Indicates that this type of exercise normally elicits behavioural existence of this criterion Indicates that this type of exercise is particularly suited to generting this behaviour

11. The “D” in M.A.D. Profiling – Design of Competencies Individual and Team Assessments Psychological Tools and Instruments Development Process M.A.D.

12. The foundation of organisational growth Personal Growth Individual development interventions Personal Objectives Capacity Interest Style Identity Attitude Personality Skills Competency Self-Insight Individual Growth

13. Hierarchical organisational development philosophy Hierarchical Organisational Development Philosophy Individual Growth Self Insight Personal Objectives Individual Development Personal Growth Group Growth Group Dynamic Insight Team Objectives Team Interventions Team Building Organisational Growth Institutional Insight Organisational Objectives Organisational Interventions Organisational Success

14. An example of a Senior level development process Personal insight Explore and understand each participant’s strengths and weaknesses. Assessment process includes a number of psychometric, predictive and competency tools. Use of a video for assessing job behaviours. Allow participants to score themselves via video. Detailed feedback to each participant to develop self-insight. Theoretical input on personal effectiveness. Development of a “personal charter” for each participant for development purposes. Part 1 Personal growth Workshop and facilitation of the assessed areas: Thinking area. Interpersonal area. Leadership area. Synergy between team members explored at: Intellectual level. Physical level. Emotional level. Link to the individual feedback provided. Revision of personal charter in the light of discussion in team and organisational issues. Part 2 Institutionalising change Review with each participant after 1 month, 3 months and then 6 months to facilitate the embedding of the desired change. Part 3

15. Junior level development process The process: The process offered to Junior level is referred as the Performance Enhancement Process. An awareness of the above issues is perceived as contributing to better performance. The objective of the Performance Enhancement Process is to get individuals to gain insight into themselves as individuals, their role in the work environment and an adequate knowledge of their company values.

16. The Performance Enhancement Process Junior level Understanding Myself Understanding my Role Understanding my Company Integrating an awareness of myself, my role, and my company leading to better performance

17. The Performance Enhancement Process ( cont .) Understanding Myself Assessment processes to explore and understand each participant. The use of video-clips to facilitate self-insight. Team based feedback to each participant. Developing a personal charter for each individual. Part 1 Understanding my role Awareness of work processes, standards. Clarifying their roles and responsibilities within their work context. Self-reflection on their effectiveness within the work environment. Part 2 Understanding my Company Organisational values. How individual’s perceive company values. Implementation of company values and living the company value. Part 3

18. Embedding the aforementioned processes The personal charter includes a plan of action for the participant’s role within the company and their implementation of the company values. This is followed up after 1 month and 6 months.

19. The business imperative for optimising human potential “ managers should supplement ( personnel records) with the use of scientific instruments that give us a more objective picture of what’s happening with our people …….. organisations using effective stakeholder information systems have an enormous competitive advantage” (Stephen Covey, Principle-Centred Leadership)