Case Studies

Open post HR-related costs

Reducing HR-related costs in a large company

Background A large company was facing increased HR-related costs associated with involuntary managerial turnover, stress-related claims and poor productivity levels. A suspected cause of these issues was poor manager behaviour towards employees. It was difficult for the organisation to quantify and put forward recommendations to management about how to respond to the rising problem. The“Reducing HR-related costs in a large company”

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Open post Increased Employee Engagement

Increased Employee Engagement within a large Government agency

Background A large NSW government agency was about to go through a restructure that would affect a large number of people. There was considerable anxiety, uncertainty and stress amongst the workforce that was impacting productivity, decreasing employee engagement and decreasing service levels. The Genos Solution Genos trained a team of internal learning and development facilitators“Increased Employee Engagement within a large Government agency”

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Leadership Emotional Intelligence and Employee Engagement – IBM

Background IBM has been a long standing client of Genos, utilizing our emotional intelligence assessment and development programs to help improve coaching and mentoring skills in their managers and the effectiveness of their process improvement personnel. To help further the business case internally, Genos and IBM ran a research project looking at the relationship between“Leadership Emotional Intelligence and Employee Engagement – IBM”

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Open post sales revenue improvement

Improving Sales Revenue – Sanofi-Aventis

Background Sanofi-Aventis is the fourth largest pharmaceutical company worldwide with nearly 105,000 employees in over 110 countries. Genos had previously conducted a research study with pharmaceutical sales representatives showing a direct relationship between sales reps emotional intelligence and their performance as measured in revenue generated. While convinced of the relationship, Sanofi-Aventis wanted to examine whether“Improving Sales Revenue – Sanofi-Aventis”

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An Iconic Retailer – Driving Large-Scale Change Projects

Background A large Australian iconic retailer with many sub-companies and brands was moving to a shared-services model. Large-scale change projects were being facilitated with the assistance of iconic professional service firms to centralise operational functions such as IT, Finance and Human Resources. As can happen with these types of transformation projects, the announcement and commencement“An Iconic Retailer – Driving Large-Scale Change Projects”

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