In her words.

Psychometric assessments are standardised, scientific tools that measure cognitive ability, personality and behaviour. Yet many people fear them as a pass or fail test. This article explains why that is not what they are for. It looks at how assessments support recruitment, career development and leadership development, helping organisations understand their people and individuals understand themselves. A case study shows how one profile can add colour, depth and potential to

Choosing subjects or a career can bring up questions that feel too big, too awkward, or too obvious to ask out loud. This is where we answer them anyway. Real questions from real students, answered simply and honestly by our Industrial Psychologists, no jargon, no judgement. Whether you're stuck on subject choices, unsure about a career path, or just wondering if it's normal to have no idea yet, you'll find it here. New questions added regularly as part of our ongoing career

"What do you want to do after school?" can feel much bigger than it sounds. Career decisions are closely tied to identity, formed during a stage when young people are still discovering who they are. Parents play a vital role, not by having every answer, but by creating space for exploration. Sometimes the most helpful thing a parent can say isn't "you need to decide," but "you don't have to figure everything out today. Let's work through it together."

"What do you want to be when you grow up?" It's a question we've all heard since childhood. But as those dreams become real decisions, from choosing subjects to changing careers, the answer gets harder. At Farol Consulting, we believe career development isn't about finding one perfect career. It's about understanding yourself, exploring your options, and making informed decisions that evolve throughout your life. This is the first article in our career guidance series.

Every organisation has a culture. The question is whether it was built with intention. In this free webinar, Luiza Dehrmann and Hesti Truter of Farol Consulting unpack the psychology behind values and culture, and what it takes to move values from words on a wall to behaviours that shape an entire organisation. Joined by Rick Parry of AIGS, who shares the real story behind their Delight@Work culture journey.

Values are the starting point, but they only become meaningful when they are understood, practised, and lived. That is when they move from being words on a poster to becoming a lived culture. That is often easier said than done. Many organisations can describe the culture they want, but how do you make culture stick? This case study shares the AIGS journey and how a simple idea, 'Creating Delight at Work', helped shape a culture that is practical, human, and deeply felt insid

Culture is not engineered through slogans, posters, or generic value statements. It is forged through the decisions an organisation makes about whom it hires & promotes, what behaviours it rewards, and what conduct it refuses to tolerate. Organisations can easily possess a flawless culture on paper, yet maintain a fractured one in practice. Employees do not judge culture by its corporate literature. They judge it by the behaviours that are rewarded and the lived experiences t

Gen Z makes up 27% of the workforce and they are rewriting the rules of work. Digital natives shaped by economic uncertainty and rapid technological change, this generation values purpose over paychecks, flexibility over rigid structures, and honest communication over annual reviews. They are ambitious, driven and eager to contribute. The question is not whether they belong in your organisation. The question is whether your organisation is ready for them.

The way we think about employee engagement has shifted. Work-life balance is a thing of the past — we are now in an era of work-life fit. Only 20% of South African employees are truly engaged, while 60% are present but not giving their best. Engagement is not out of reach. It begins with trust, honest communication, and leaders who are willing to show up differently for their people.

Your human capital practices are not a 'nice-to-have'; they are an essential engine of your business. Strong businesses are built on solid human capital foundations. By anchoring a business in sound human principles, you create a space where psychological contracts can truly be established — unwritten, implicit expectations between employer and employee that, when upheld, keep people committed, loyal, and productive.