NEWSLETTERS
 

 

Shadowmatch USA has recently gone live and we are very impressed with what our colleagues in the States are doing. They have created their own website Read more

March 2010
  • Shadowmatch Dynamics – by Lizette Bester
  • Besides recruitment and development, Shadowmatch has many other successful applications. It can be used for team building, identification of talent, identification of leaders, leadership development and succession planning. Shadowmatch has, in more than one business, successfully been used to do a skills audit on a division/department. One of the powerful applications of Shadowmatch is the role it plays in understanding and facilitating a conflict situation between team members. Read more

    April 2010
     
  • Shadowmatch worked by not working – by Pieter de Villiers
  • Have you ever wondered how many departments in business are performing sub standard because poor performers have recruited more poor performers? Like attracts like. Make sure you understand the dynamics of your departments and teams.
    Read more

    May 2010
  • Team Conflict Identified and Fixed – by Pieter de Villiers
  • A group of teachers working together at a primary school developed serious conflict in the team. The problem became so obvious that some of the parents helping out with certain school activities, became aware of it.
    Read more

    June 2010
  • Keys to Success: Unique People with Unique Habits in Unique Jobs:A Shadowmatch Experience – by Guy Krige
  • Company X embraces excellence by appointing unique people with unique habits to unique jobs. These individuals come together in a way that delivers success into the market. Each individual is necessary.
    Read more

    July 2010
  • New Shadowmatch Functionalities! – by Pieter de Villiers
  • The Shadowmatch Full Personal Feedback Reports carry a number of benefits. Read more

    August 2010
  • Shadowmatch Interview Pack Success – by Lizette Bester
  • One of our respected Shadowmatch clients recently realised the value of the Shadowmatch interview packs. He had two candidates shortlisted for a specific job. The one was a good match to the benchmark group, however, on face value, he liked the one who wasn't such a good match more. Upon advice from his superior, he decided to interview both, hoping that the one that he liked more will come out strong during the interview process.Read more

    September 2010
  • Shadowmatch Personal Development Programmes: Interesting Facts – by Pieter de Villiers and Lizette Bester
  • The Personal Development Programmes must be seen in the same context as an official learning process through a university or a college. Some people attend a specific course, succeed in the exam and learn next to nothing in terms of long term competencies. Some people go to the same institution and become professionals. The Shadowmatch PDP's have been tested and validated in terms of learning content as well as behavioural repetition. The way this process is facilitated is critical to the end result. Read more

    October 2010
  • Recovering Sub Optimal Performers Behaviouraly – by Guy Krige
  • "Before Shadowmatch we attempted to recover sub optimal performers by focussing on the delivery of the outputs. The behavioural aspect of performance was poorly managed – if at all. With Shadowmatch, we can recover poorer performers on a behavioural level. After behaviour based performance discussions with all my staff, I now realize that behaviour accounts for most of the lack of performance." - Sports Administration and Management Department – One of the top three Universities of South Africa.Read more

    January 2011
  • Habits, Diversity and Emotional Intelligence – by Heidi van Schalkwyk
  • Shadowmatch has been developed to specifically measure the habits that are triggered within a specific working environment. These habits are usually necessary behaviours for an individual to be able to perform in that specific context. . . . . People with the same habits can still be diverse regarding their backgrounds. Diversity is defined as the differences and similarities that exist among people. (Kreitner & Kinicki, 2001). Read more

    March 2011
  • Shadowmatch USA – by Pieter de Villiers
  • Shadowmatch USA has recently gone live and we are very impressed with what our colleagues in the States are doing. They have created their own website ( www.peoplesync.com ) and the information they have available on their website is very different to the information on www.shadowmatch.co.za/about . Shadowmatch clients in South Africa with a curiosity to see what they have done, can visit the PeopleSync website. Read more

    May 2011
  • Shadowmatch New Developments – by Lizette Bester
  • Dear user, we are on a continuous drive to enhance the system and to make it even more user friendly and comprehensive. We have a couple of new developments going live during June. Read more

    July 2011
  • Shadowmatch used to identify Leadership potential – by Lizette Bester
  • A leading South African Bank was faced with the challenge of identifying and fast tracking young, upcoming leaders. They wanted to invest in these individuals’ training and up-skilling in order to prepare them for future leadership positions in the organisation. Read more

    September 2011
  • Increasing average individual sales performance by 40% through introduction of Shadowmatch –   Catherine Young
  • The introduction of Shadowmatch into this business as a recruitment and career management tool has contributed to an increase in morale amongst the sales consultants, and greatly assisted in placing employees in the right positions. It further facilitated sales targets to be met, contributing to the overall financial results in the last financial year. Read more

    January 2012
  • Poor performance –   Quintin Basson
  • While doing consultation work at one of the big banks, one of the managers called me in, desperately looking for answers about one of their underperforming team leaders. After spending some time with the manager, it became clear that this individual was promoted into a team leader position almost by default. Read more