Category Archive: Uncategorized

  1. Assessment Centres

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    What are you doing about Assessment Centres right now?

    Current norms are preventing us in many cases from running traditional Assessment Centres but that doesn’t mean you can’t still identify top talent and potential leaders accurately and effectively. You may argue that there is ‘nothing like the real thing’ but we believe we can offer you an excellent alternative. So if you have suspended your traditional assessment centre approach due to current conditions do read on.

    Assessment Centre Intelligence (ACI) provides an alternative to assessment centres with a remoteautomated and objective on-line assessment and screening process. It works equally well for candidate selection for a job role as for identifying potential leaders within the organisation.

    The starting point for this is a 30-minute award winning SmartQuestionnaire™ which accurately predicts behavioural preferences in relation to both jobs and Leadership competencies.

    Benefits of Assessment Centre Intelligence (ACI):

    How does it work?

    Candidates take a 30-minute SmartQuestionnaire™, which measures 9 major components. (See below)

    The system will then create an automated candidate short list, as well as a frame work for choosing your ideal candidate based on the job role. Remember, the system works equally well for internal leadership selection.

    9 major components measured in the Smart Questionnaire:

    Job Success Eligibility Factors (role specific) – Experience, education, willingness, skills

    Behavioural Success Factors (role specific) – Basic traits, environmental preferences, interests, natural tendencies

    Leadership Competencies (emerging and senior leaders) – Achievement orientation, communication, energizing people, impact and influence, innovation, leading people, learning agility, problem solving, resilience and perseverance, strategic thinking

    Emotional Intelligence (EQ) – Knowing oneself, relationship leadership, self-motivation & self-management, social awareness & service orientation

    Personality (psychometric assessment) – Intrinsic motivators, life values, predictive behaviours, behaviours under stress, underlying or hidden behaviours, potential strengths, potential weaknesses

    Quantitative Critical Thinking – Numerical reasoning, problem solving

    Engagement & Retention Factors (including intrinsic motivators) –Development expectations, social expectations, remuneration expectations, communication expectations, authority expectations, appreciation expectations, personal expectations, work/life balance expectations

    Cultural Fit (aligned to organisational values) – Aligned values (personal vs company)

    Remote Working Compatibility – Remote productivity, remote communication, remote leadership

    Assessment Centre Intelligence provides an excellent alternative at a time when face to face assessment centres are not possible. You may love it so much you will want to continue even when face to face becomes available again.

    We can help you to choose the best approach for your organisation:  

    Option 1 – Gain access to the system and be trained to run your own in-house ACI

    Option 2 – We will run and manage a full ACI for you

    Option 3 – Reports only – for development of individuals or teams and acquisition


    Get in touch now for a bespoke demonstration:

    Trevor – [email protected] – 07453 973 791
    Chrissie – [email protected] – 07828 496 388

  2. Remote Working Analytics

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    Remote Working Analytics


    Whether remote work is new to your organisation or you’ve been doing it successfully for years, your employees have likely experienced both the benefits and the challenges of getting things done away from the office. Harrison Assessments Remote Workforce Analytics allows you to measure and understand employees’ capacity to work remotely and how leaders need to adjust their management style to help employees succeed in a remote environment.

    Download Brochure

    Download Sample Reports

    Remote Work Analysis

    Measure, understand and coach your employees’ ability to effectively work remotely. Includes two behavioural competencies for Remote Productivity and Remote Communication and can be combined with Behavioural Success Analysis and Engagement & Retention Analysis.

    Remote Leadership Analysis

    Leaders often need to adapt their style for remote working. Includes two behavioural competencies for Managing Remote Productivity and Managing Remote Communication.

  3. Letting Go Of The Day Job

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    Letting Go of the Day Job

    I work with leaders from a cross section of organisations, helping them to transition from being an expert in their field to taking on leadership roles.  We have known for a long time that leaders often feel bereft at having to let go of the day job and try hard to hold on to it, often giving the perception of micromanaging.  Leadership courses do their best to train the new set of skills necessary for stepping up and on the whole do a good job. However, some industries in particular find it more difficult than others – industries where a high degree of risk aversion exists – engineering, manufacturing, IT, Utilities to name but a few.

    The habits exhibited by potential leaders are of course an unconscious process and often don’t come to light even during the leadership training.  Habits of behaviour and thinking which have been formed over time to accommodate the role of the day job and which now need to be changed if they are to step up to the challenges of leadership.  A classic example is shown here –



    the diagram shows the top two rows (Initiating and Motivating) of a paradox report for someone applying for a leadership role. The graph as a whole shows the person’s overall approach to work and the final two rows (not shown here) are Implementing and Maintaining thus giving us a complete picture.

    For now, let’s just take a look at the top row which represents the setting up of any project or work requirement. It is called ‘Initiating’ – I sometimes prefer to call it the ‘visionary’ level because nothing has happened at this stage – it’s all in the planning, in the mind, in the imagination.



    Incidentally this person has scored quite highly on both the Motivating and Implementation stage suggesting that he/she is very good at implementing a strategy and motivating others to get behind it once the strategy is in place.  But now things are different.  We are asking this person to step up and become a leader which he/she may well be able to do with some training but first needs the awareness of the gaps.  The need for the skills used in the day job become secondary to those needed at the strategic level.  Take a look at the first paradox graph in the diagram ‘Opinions’ – this person has a strong propensity to be open and reflective in his/her ideas and will spend time gathering those of others.  It may take a while for this person to become certain and feel confident to express an opinion thus appearing ‘flakey’ to others.  The key here is not to stop being open and reflective but to ask the question ‘what has to happen for you to be certain in this scenario?’

    Similarly, the Decision graph would suggest that this person’s approach to decision making is erratic at most thus leaving people unsure of what might happen next.  The preparedness to make a decision in a leadership role is key to success so work is needed here too.  The one I find most fascinating is the Strategic Graph.  Here we have someone who is unsure of their own opinions, finds it tricky to make a decision and is also risk averse.  This may be fine in the day job, for example, we would really not want engineers to take risks with the engineering aspect of their role but this is different. Strategy by definition has risk attached, since it has never been done before. Remember this is at the initiating or visionary stage of the work – at some point this person will have to put a stake in the ground, having analysed the pitfalls and gathered and analysed enough data.  A whole new set of skills which can be taught but need awareness first.


    If you would like to know more about the unique and versatile Harrison Assessments Talent Solution approach, based on enjoyment theory, please do get in touch:

    Pat Hutchinson

    07768 922244

    [email protected]

  4. Special Post: Please help Quadrant 1 support Oxford Against Cutting (OAC)

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    Quadrant 1 supports Oxford Against Cutting (OAC)

    Oxford Against Cutting (OAC) is committed to working to help prevent female genital mutilation (FGM) of girls and women living in the Thames Valley. Quadrant1 supports OAC and the work that they do and we would ask for your support in a pre-Christmas appeal in raising vital funds so that they can continue their work to eradicate FGM.

    How can you support OAC?

    It’s very simple! Help Oxford Against Cutting raise FREE funds whenever you shop online by signing up to #easyfundraising. It doesn’t cost any extra and you’ll be helping to make a real difference with every purchase you make. It’s great and so easy! To find out more, visit

    All you need to do is choose to support OAC, shop online with over 3,500 online retailers such as Viking Office Supplies, Amazon, EBay, M&S and many more, and OAC will receive donations at no cost to you!

    You can find out more about OAC here: and you can also donate directly here:

    Thank you in advance for your kind support,


  5. Why do your people decide to stay or leave?

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    In this day and age of virtually full employment it can be difficult to recruit and retain your best talent.  Recruitment alone is a costly process.

    So what makes someone come to your organisation in the first place and what makes them stay?  There is a general assumption that if we pay people enough they will want to stay but is this right and how will you know?

    Using Harrison Assessments we can measure 8 factors which contribute to retention and engagement.  We do this objectively not subjectively using an on-line SmartQuestionnaire™

    .  These factors include –

    • Development Expectations
    • Remuneration Expectations
    • Authority Expectations
    • Social Expectations
    • Appreciation Expectations
    • Communication expectations
    • Personal Expectations
    • Work Life Balance Expectations

    The resulting report is the result of 30 years of research by Dr Dan Harrison into what makes people successful at work.

    For further information on Harrison’s Engagement and Retention solution please click on the image below:

    Just call 07768 922244 or email [email protected] to arrange.