Madison Consulting

At Madison we offer our clients more than pure recruitment services alone, and have been heavily involved in assisting a large number of clients achieve key organisational development goals. These services have been designed to either integrate seamlessly into your own recruitment and HR practices or as supplementary to a specific need.

To find out more about how Madison Consulting can assist you, please contact Julie Cressey or phone +64 9 303 4455.

 

Madison Consulting Services:

  • High Performance Benchmarking / Talent Mapping
  • Competency Framework Development
  • Productivity Profiling
  • 360 Performance Reviews
  • Employee Engagement/Climate Surveys
  • Exit Interviews
  • Career Transition and Outplacement Services
  • Targeted Business-Relevant Workshops
  • Madison Interviewer - Online Interview Question Generator
  • evp recruiter - Retention Tool
  • Psychometric Profiling and Skills Testing
  • Unbundled Recruitment Services

Case Study: The Ideal Leader

A newly appointed CEO of an FMCG company sought to understand the competency make-up of his leadership team. There was difficulty in retaining and attracting high calibre talent, low staff engagement and business performance was of concern.

Through the design and use of an integrated competency based psychometric tool, we identified the competency profiles of strong leaders within the business. This information was complemented by behavioural interviews and performance data.

This process highlighted development needs across the business and targeted needs for the executive team and middle management. After specific measures were implemented, staff engagement and retention increased, profitability improved and an understanding of the ‘best fit’ leadership profile led to reduced time to recruit as well as the appointment of higher calibre staff.

 

Case Study: To Hire or Not to Hire?

A government organisation asked for assistance with ascertaining whether further headcount and structural changes were required to manage the divisional workload and raise its service levels.

After understanding the strategic direction of the division, a review of all position descriptions and KPIs were undertaken. In addition, targeted questions were formulated; structured interviews took place as well as on-the-job observation.

This resulted in confirming the need for two additional headcount with specific responsibilities. The exercise uncovered an imbalance in workload and the unintentional silo nature of the division’s departments. Structural efficiencies were set in motion as a result of the review.