Personality test
This is a questionnaire that provides insight into your personality, including your character traits, behavioural preferences and work styles. There are no right or wrong answers. The goal is to understand your preferences and behavioural patterns.

 

Reasoning test
These are objective tests that show how you think logically, make connections and solve problems. The focus lies on the way you arrive at solutions. These tests are often completed under time pressure.

 

In-basket exercise
You are placed in a fictional organisation and receive background information and context. You then receive an assignment that may involve creating a plan within a limited timeframe, making decisions, solving problems, categorising administrative tasks, and more.

 

Business case
You are placed in a fictional organisation in a role similar to the one you are applying for. You are confronted with a strategic problem or situation and must develop a plan of action or vision within a given timeframe. You are given time to prepare your approach and afterwards present and defend it.

 

Presentation
You are given time to prepare a presentation or pitch related to the role you are applying for, after which you present and explain it.

 

Role plays
You are placed in a fictional situation in which you have to engage in a conversation with colleagues, clients, managers or others. After some preparation time you start the interaction with a discussion partner (assessor). The assessor will trigger different reactions during the conversation. After the exercise, a reflection moment is included.

 

Behavioural in-depth interview
Through a competency-based interview, your strengths and development points are explored in more depth. Using different interview techniques, we gain a concrete view of your competencies.

 

Self-analysis
These exercises measure your level of self-insight. Afterwards, the results are discussed together with the assessor.

 

Simulation exercises
Simulation exercises are fictional situations that closely resemble reality. These exercises can focus on leadership situations, teamwork, commercial situations or conflict management.

Contemporary alternatives to the classic assessment

By default, this takes place at our office in Ghent or at a location of your choice. The candidate usually needs to free up approximately one working day for this.

 

Recently, however, we have increasingly noticed that time is a valuable resource. Avoiding travel time without sacrificing opportunities for interaction is an important challenge. Orpsy wants to evolve with this reality and find the right balance. That is why we have developed, tested and validated several alternatives, which we are proud to present below.

Alternative possibilities

A development center results in a clear overview of the strengths and areas for improvement of candidates. It is a process in which assessors objectively map competencies, while also encouraging candidates’ self-reflection and learning ability. By providing targeted tips, we offer both candidates and organisations practical guidance to actively work with the insights obtained. A strong feedback loop is a crucial part of this methodology. If desired, the candidate’s personal development plan and learning trajectory can afterwards also be supported by Orpsy through a series of coaching sessions.

 

Is the question rather about career orientation? Are you or your employee wondering which role he or she should take on in the coming months or years? In that case, we recommend an Orientation Center. This is a career assessment that provides direction on which roles best match a specific profile. We connect motivation and ambition with objective skills and competencies, resulting in clear advice regarding career orientation.

What is feedback?

 

Feedback refers to information that is given to an individual or group about their performance or behaviour. It allows employees to evaluate their performance and adjust their behaviour based on that evaluation. Feedback provides concrete information about what was done well and what could be improved. As a result, people learn to reflect more effectively and gain insight into their own challenges and opportunities for growth. In this way, feedback helps reduce the gap between where employees currently stand in their learning process and where they need to go. Effective feedback is specific, timely and constructive.

 

Why is feedback so valuable?

 

Feedback is valuable for several reasons:

• It provides more insight into actions and their consequences.
• People become more aware of their own intentions.
• Individuals gain better insight into the influence they have on others and how they come across.
• People learn about their strengths and areas for improvement.

The more often employees receive feedback, the more they grow and feel appreciated—especially when feedback highlights how they can build on their strengths.

Feedback is not only important for improving performance; it also helps employees look at themselves more objectively and reflect on their actions. Sometimes employees are not aware of their own mistakes. This can literally be the case because they cannot see their own facial expressions when communicating or hear their own tone of voice when speaking with others. Feedback can therefore function as a mirror that helps individuals better understand themselves.

 

When is feedback effective?

 

First of all, feedback should be as concrete as possible. General remarks alone do not allow employees to adjust their skills effectively. It is best to support feedback with concrete examples. What exactly went well? What could be improved? What was expected and what level was achieved? Both positive and negative elements should be addressed. By including positive feedback, employees tend to listen more attentively.

In addition, feedback should be solution-oriented. What can be taken from this feedback for the future? Which learning goals can be defined? Employees and employers can work together to find concrete solutions and agree on how to address the feedback going forward.

Short summary

• It should be concrete – supported with examples
• It should be solution-oriented – how to address it
• It should be goal-oriented – which goals do we want to achieve
• Both strengths and weaknesses should be discussed

All in all, feedback is not only a valuable tool for improving employees’ performance, but it also enables them to reflect on themselves and grow as individuals. By remaining open to feedback and actively working to integrate it, people can achieve their goals and maximise the potential of their colleagues.

The importance of a good match

 

It is important to look for a strong match between the individual, the position or role they will take on within the organisation, and the organisation itself. To determine this match, we look at the complementarity of the knowledge, skills, attitudes, interests and potential that applicants possess in order to perform a specific role. Motivation alone is often not enough; employees must also feel at home within the organisation.

To speak of a true match, or a person–organisation fit, there needs to be alignment between a person’s personality, goals, attitude, norms and values and the goals, culture, norms and values of the organisation.

A strong match is not only beneficial for employee productivity and effectiveness, but also for the continuity of the organisation.

 

How can Orpsy contribute to this match?

 

Over the years, Orpsy has built valuable experience in conducting assessments for professionals working in the social, healthcare and non-profit sectors. We recognise the crucial importance of assigning the right person to the right role, whether it concerns keeping departments operational in hospitals, nursing homes, education and youth organisations, or selecting employees with the right motivation and goals for non-profit organisations, policy institutions and leisure sectors.

When conducting assessments for candidates, we use scientifically validated tools that are adapted to current competency expectations within the sector. Our renewed simulation and in-basket exercise designed for head nurses and deputy head nurses is an example of this. In addition, we integrate various role-play exercises and presentation assignments that are tailored to the specific context of the social and non-profit sector.

Our approach includes the use of assessment and development centers, through which we thoroughly analyse both the strengths and development points of candidates. This enables us to form a well-founded judgement about the extent to which a person is suited for a specific role. The aim is not only to evaluate whether someone is technically competent, but also whether they possess the right mindset, motivation and goals that align with the specific needs of the organisation.

Through this comprehensive approach, we aim not only to place the right person in the right position, but also to contribute meaningfully to the success and effectiveness of organisations within the social, healthcare and non-profit sectors.

“Our son may not be great with numbers, but he’s VERY enthusiastic…”

 

As a company specialised in assessments and development, we at Orpsy know better than anyone how important it is to have the right person in the right place. This is true for every organisation, but it becomes even more crucial in family businesses. It is not always easy to keep everyone satisfied, maintain peace within the family, and at the same time secure the future of your business by placing the most capable person in the right role.

Often, family members are already involved in the business or plan to join in the future, without always considering whether they actually possess the skills your company needs. In such situations, it can be difficult to objectively determine whether a family member is truly suited for the role they are applying for. Rejecting a family member? For many entrepreneurs, that simply feels unthinkable.

As a family member you already have a personal connection with the individual, which may cause you to overlook certain weaknesses or, on the contrary, overestimate certain qualities. Be honest: would you dare to highlight the less positive traits of your children during a selection process? Or do these quickly fade next to all the talents they DO possess? If the answer is yes, then it might be wiser to rely on an independent evaluator…

 

Avoid conflict, choose independent evaluators

 

An unfair or subjective evaluation of candidates for the succession of your business—or simply for a position within your company—can have serious consequences for the future of your organisation. Subjective decision-making may lead to hiring people who are not optimally suited for the role, reduced business performance, or even conflicts within the family business.

To prevent these issues, it is important to call upon the help of professionals such as Orpsy. At our organisation, listening and observing are central. With an open mind—and especially open ears—we look for the best position for every potential candidate. This approach not only ensures the optimal functioning of your company but also fosters connection and peace within your team.

 

Objective? That’s positive!

 

As an assessment and development company, we have years of experience in objectively evaluating talent and skills. This applies not only to people outside the family circle but also to family members who wish to work in the company. Through our assessment process, we can identify an individual’s strengths and weaknesses and advise on which role best suits them.

This process is valuable not only for the family members themselves but also for the company as a whole—including the non-family employees working within your organisation. By ensuring that all employees are positioned where they perform best, the company can operate more effectively and continue to grow.

By using objective assessments, family members can be evaluated on an equal basis with other employees, without bias or the perception of inequality among non-family colleagues.

 

In addition, Orpsy can help develop personal development plans and provide career guidance so employees can continue to grow in their roles. This is important not only for individual employees but also for the organisation as a whole. Just because your family business has been doing well for years does not mean it should stop evolving or adapting to new realities.

 

In conclusion: as a family business, it is essential to ensure that every employee is in the right role—whether they are family or not. Orpsy can help objectively evaluate talent and place employees in the positions where they perform best, while also supporting development plans and career guidance. By taking these steps, a family business can continue to perform and grow successfully—while keeping those annual family barbecues enjoyable for everyone!

 

Masters @ finding the right (wo)man for the job. What’s your special skill? Let’s find out!

+32 (0)9 224 18 57
info@Orpsy.be

The healthcare sector under pressure

 

Finding enough qualified employees is a well-known challenge in the healthcare sector. Two years of COVID combined with an overheated labour market have only intensified the problem. Many hospitals and care homes have been forced to temporarily reduce their care services due to staff shortages. In other words, assigning the right people to the right positions quickly and effectively is no luxury. And identifying professional talent is exactly what we excel at at Orpsy!

It is essential that healthcare institutions have qualified and competent employees who are not only able to provide patients and/or residents with the right care, but also capable of optimising and improving their daily work processes.

We help your hospital or care centre manage talent intelligently and align available human competencies with the vision and mission of your healthcare organisation.

 

A real-life example

 

Imagine you are the HR manager of a large hospital. Over the past years the hospital has undergone many changes and has experienced strong growth. That sounds positive, but in reality there is insufficient staffing, and your current workforce has been under significant pressure for quite some time. This has a negative impact on both the working atmosphere and the optimal functioning of the hospital.

You are currently urgently looking for a new department head for the cardiology department. The department is facing challenges related to staffing, patient satisfaction and operational efficiency. It is therefore essential that the hospital finds the right candidate who can lead the department and address these challenges.

Our team of experts can help determine and, more importantly, properly evaluate the required competencies. In our assessment center, the competencies and skills of your selected candidates are evaluated through a variety of tests, exercises and simulations designed to assess specific competencies such as leadership, communication, decision-making and problem-solving.

During the sessions, strong emphasis is placed on interaction and observation. Through sector-specific role plays, simulation assignments, in-basket exercises and cases, we arrive at the most realistic assessment of both existing strengths and development potential.

Development can also be valuable in this case. The goal of a development center is to guide the career path of an employee or individual by stimulating their growth. It is a behaviour-based evaluation in which competencies are measured across different situations.

First, strengths and development points are identified. Afterwards, we share our findings and recommendations, enabling us to work together with you to create a targeted development plan. Ambitions and realistic development opportunities are aligned.

In a development center, particular attention is given to the individual. Their development and learning opportunities take centre stage.

How does the candidate view the expectations involved in leading an entire hospital department? What are their prospects and concerns? How can the candidate prepare for these expectations and develop themselves accordingly?

Participants experience this process within a respectful, open and professional environment. Throughout the day we provide continuous feedback and help define the participant’s learning journey. We offer practical tips and tools, and interaction remains central throughout the process.

 

All your hospital needs is… Orpsy!

 

We primarily support organisations in identifying valuable competencies and hidden talents, discovering potential multi-deployability among employees, and delivering quick and objective evaluations to your organisation.

Many of our clients operate in the social and non-profit sector, including hospitals, residential care centres, support organisations, home care services and non-profit organisations in the youth and leisure sector. For these organisations we have developed specific exercises and assessment tools.

Would you like to start building a productive team filled with qualified professionals? We would be happy to meet you!

Within a Development Center, the question is not “are you currently suitable for this job?”, but rather “which talents can still be further developed?” and “which direction could you pursue in the future?”

 

Based on a Development Center, your organisation receives advice regarding the potential of a candidate (internal or external). In addition, we provide concrete recommendations on how both the organisation and the candidate can further develop this potential. Our many years of expertise in assessing competencies and guiding candidates afterwards strengthen us in this process.

What can you expect from us?

 

We place great importance on a tailored approach. We start with an intake meeting with the (HR) manager within your organisation and, if relevant, the employee or candidate involved. Based on this, we develop a series of exercises designed to map out both the strengths and the development areas of employees or candidates.

The actual Development Center will take up one working day and can take place either at our offices or virtually. Two working days later, you will receive a comprehensive report that provides both a written and graphical overview of the candidate’s competencies. We will also indicate the direction in which we see the candidate’s future career evolving. Which roles seem achievable in the longer term and which may be less suitable?

Finally, both your organisation and the candidate will receive concrete recommendations on how to work further with the results.

Morrison-Smith and Ruiz (2020) provide a comprehensive overview of the types of challenges and barriers virtual teams must overcome in order to collaborate efficiently. Their work inspired this article and, in our view, highlights the factors HR professionals should consider when developing a strategy for conflict management.

 

Some sectors have more experience responding adequately to the difficulties team members encounter when collaborating remotely. For many other companies, the sudden threat marked the beginning of a complete shift in working methods for which they were not always prepared. With tremendous effort they suddenly had to adapt and provide digital solutions for their employees. For these companies, we would like to share several ‘best practices’ regarding conflict prevention and conflict management. These can be used to structure relationships between employees and their managers. This list is certainly not exhaustive but rather a starting point for reflection on how to handle these situations even better in the future.

 

 

1. Expectations must be clearly communicated from the very beginning

 

Resentment can arise when some team members feel that others are not fulfilling their obligations. Daily interaction in the office offers more opportunities to understand and appreciate the workflow of others. Remote working also increases the mental distance between colleagues, making it more likely that certain sentiments remain unresolved or that people misunderstand each other. A clear initial setup in which responsibilities and expectations toward each individual are communicated is therefore essential. This gives team members the opportunity to express certain concerns.

That said, not everyone feels comfortable openly voicing their reservations. A manager should remain attentive and actively maintain individual contact with employees. If signs appear that expectations are unrealistic, redefining and communicating them again to the team is the next step. Naturally, follow-up by the appropriate parties must take place throughout the entire process. Finally, it is useful to provide opportunities for both formal and informal communication and to clearly indicate when each type should be used.

 

2. Effective communication equals preparation and real interaction

 

When working remotely, it is vital that team members stay informed about all relevant activities and both current and upcoming projects. Before opening the team chat or sending a quick email, one should reflect on the goal and the intended recipient of the message. Vague communication—or no communication at all—leads to assumptions and possibly even uncertainty. This can result in feelings of exclusion and resentment.

It is therefore important to continuously check whether everyone is on the same page. Impulsive messages can cause damage because virtual interaction does not always allow for sufficient nuance. Think before you communicate is therefore the key advice.

 

3. Establish formal and informal communication channels to emphasise connection

 

The level of trust within virtual teams influences their ability to resolve disputes. If management provides and promotes ready-to-use tools to communicate on a more personal level, these can help maintain a sense of connection. Virtual coffee breaks via Microsoft Teams or instant messaging through Slack, for example, have become almost indispensable.

Such contact moments can create opportunities to discuss collaboration itself. It is also important to provide a clear overview of the channels that can be used for formal communication, team meetings and informal interactions between individuals.

 

4. Provide clear guidelines on how conflicts can be addressed

 

While the previous points mainly focus on prevention and ways to make issues discussable, interpersonal conflict remains inevitable. At the end of the day, personalities and viewpoints may clash. Individuals should be given the opportunity to resolve disputes on their own initiative. If this does not produce the desired outcome, a clear structure from the organisation offers an effective way forward.

This structure should focus on restoring the professional relationship and making expectations and personal feelings open for discussion. Continued collaboration should then be formalised through clear agreements that facilitate the work going forward.