• Culture Change interventions
• Change Management Design and Implementation
• Organizational Effectiveness and Business Improvement
  • Role Profile Design
  • Organizational Structure Design
  • Section 189 Processes
  • HR Maturity Assessments

• Employee Relations and Human Resources Advisory Services
• Performance Management Design and Implementation
• Labour Law Advisory Services
• Executive Placements
• Interim Management and Executive Services
• Conciliation and Mediation Services

• Rates are determined based on the size and scope of the project and the resources required. All our services are uniquely tailored and customized to the client’s wants and needs.

A Change Management Process includes the full spectrum of employee engagement that would drive change to be sustainable. This would involve:

• Conducting change workshops or change hubs to communicate the need for change (the “why” for change) and design a compelling change vision (the “what” is to be achieved)
• Creating leadership sponsorship for the change to be driven from the top and be made visible through-out the business
• Crafting a change strategy and plan involving numerous sources of influence to build momentum for change to take place and to stick
• Training of change sponsors and champions
• Implementation of change toolkits, including team coaching; and
• Measuring and monitoring change to ensure that the right things are cohesively done.

A culture change process is done when an organization wants to move away from a culture that is not producing the right business results. It is a process whereby the business determines, in a co-leadership manner, the “way of being and doing” in the future.  Steps are then put in place to realise the “the new way”.

Culture change thus involves designing a culture operating system – this “system” includes the company’s values and behaviours that drive the desired culture and the way in which things are to be done in the future.

Culture change necessitation is normally obvious when some of the following incur:

• Staff turnover is high
• Staff morale appears to be low; i.e. low levels of motivation exist
• People struggle to make deadlines or deliver quality work, or is unable to come up with ways in which to improve the business generally
• Conflict is high and goes unresolved for long periods of time
• Low trust is evident; there is a need to watch one’s back
• Collaboration and cooperation are not the norm and high individualism is favored
• Office gossip and rumour-mongering takes place
• There is a general lack of transparency and open communication
• Bureaucracy is practiced
• Risk-taking is low; a fear of mistake-making is evident; and
• Leadership seems to be disempowered.

Critical information is key to knowing what needs to change and why.  Sarawati conducts a proper analysis prior to facilitating a culture design process through a variety of tools and models, honed and perfected over time.

We will not commence any assignment without having done a proper analysis of our client’s needs. More often than not, we invest our time to do so to ensure that our recommended process is fit-for-purpose and completely future proof.

A debriefing process, allowing open and honest reflection and discussion, creates renewed perspective. Often, retrenchment processes are not fully transparent and as a result, levels of distrust and suspicion are raised. Even the best intended processes go hand-in-hand with panic and heightened fear.

Our post-retrenchment processes include narrative therapy (story telling and story reframing), trauma management and career guidance.

We are able to blend consulting assignments with coaching and mentoring; as a result, our clients have the value-added benefit of coaching or mentoring within the consulting structure and thus fast-tracking alignment, transition and implementation of new outcomes.  Additionally, change management and change coaching ensures organizational readiness upon completion of the consulting assignment.