Following a position statement released by the ATP in October 2014 which commented on changes made by the Department of Labour to the Employment Equity Act No 55 of 1998, further developments have ensued.

The recent amendment prohibited the use of psychological tests and similar assessments unless they had been certified by the Health Professions Council of South Africa (HPCSA). The ATP responded by proposing a meeting between themselves and the HPCSA to discuss the implications around this. This meeting also aimed to charter a way toward fostering productive collaboration and open communication between the Professional Council, the ATP and relevant stakeholders.

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In The World Is Flat, Thomas Friedman notes that the rate of change today is very different from that experienced in the past. “But there is something different about the flattening of the world that is going to be qualitatively different from other such profound changes: the speed and breadth with which it is taking hold….This flattening process is happening at warp speed and directly or indirectly touching a lot more people on the planet at once.” This transition to a disruptive new era has culminated in an operating context that strategic business leaders are now commonly referring to as a “VUCA” environment. 

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The use of teams has become a popular strategy for increasing productivity around the world. Organizations have reported a number of benefits gained from the use of teams. For instance, Harris (1992) linked effective teams to increased individual performance, better work quality and substantial improvements in production cycle times. When teams effectively support each other this results in greater outcomes as shown by the following case study. 

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In today’s world of business, teams have become the default for managing almost all work. An observation made by Korn Ferry indicates that unlike previous times, it is no longer the individual but the team that holds the key to business success. This is because teams holistically encompass the efforts of individual contributors thus producing synergistic outcomes. Despite this widespread shift to team work, very little time is spent in understanding what makes teams work effectively. 

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Emerging thinking and research on organisational leadership reveals that ideas about what constitutes effective leadership are constantly evolving in accordance with inter alia political events, technological advancements, economic policies, cultural and social life and changing business strategies. As the demands of business leadership continue to shift over time, a growing number of recognised thoughts leaders are arguing that the increasing speed and complexity of digital change in particular is having a marked impact on how organisations view leadership. 

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Formed in 2005, the Association of Test Publishers of  South Africa (ATP South Africa) has the mission to promote the ethical and effective use of assessment instruments. The association further aims to promote and advance the role of quality assessment in the workplace by serving as an advocate for the industry and by providing information and education for both its’ members and the broader public.

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A good leader has personality, courage, clear vision with an ambition to succeed. A good leader encourages the team to perform at their optimum at all times and drives organisational success. These are some of the definitions that come up when people are asked what a good leader looks likes. However, consider what Mr. Hopton, a psychologist at Saville Consulting, defined good leadership and his perspective on how it can be measure at the HR Perspectives: Spezialaugabe zur HR Executive-Konferenz 2015.

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What is sparks?
sparks is a new test developed by cut-e that measures creativity. It’s the first test that measures creativity online and by using artificial intelligence components that interface with Google to score the instrument and instantly produce a report.

What is so great about sparks?
sparks is designed to assess creativity which is an essential aspect of innovation. People who have the potential to innovate are becoming highly sought after by many organisations as innovations drive crucial competitive advantage in the free market economy. When used in combination with the cut-e shapes (measurement of competencies); and the scales lst (logical thinking), one is able to obtain a score across all the stages of the innovation process thus being able to identify an individuals’ potential to innovate.

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