Tag Archive: Harrison Assessments

  1. Podcast: How to help Leaders get REAL Insights

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    Podcast with Gerry Murray and Author, Leadership Coach, NLP Trainer and fellow Harrison Assessments Managing Partner and Quadrant 1 International Director, Pat Hutchinson

    Gerry talks to Pat about personal development and leadership and what it’s like to learn and apply practical things after you go on a training course. Pat calls these types of courses REAL courses, in the sense that you learn skills that have real practical application and value in our day to day lives.

    One of the key things that Pat points out is that we’re all unique and therefore we have our own individual perspectives on the world, our own development needs and our own sense of who we are. She emphasises how she has used the combination of NLP (Neuro-Linguistic Programming) and the Harrison Assessment to help leaders better understand themselves and their teams.

    Pat has great advice on how leaders can learn from the people that they’re working with, how it’s ok to be wrong occasionally and how they can have more meaningful conversations.

    They explore

    • Key skills that leaders need to acquire
    • How a “sheep dipping” approach to Leadership Development is not useful
    • Why we sometimes stop doing things that we’re actually good at
    • The need for simplicity in business
    • Pat’s top 3 tips for Leaders

    Listen to the podcast here, and you can find Gerry’s Leading People series here

  2. Should you trust your gut in business?

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    Michelle Silver

    We’re often taught in business that decisions should be made based on facts, data and evidence. And it’s definitely important to consider all of the above when making an important decision. But relying on evidence alone can leave you with just half of the picture.

    As emotionally intelligent human beings, we have also been gifted with something else which can be just as powerful as cold hard data – intuition, or gut instinct.

    Do you sometimes just know something to be true without even knowing why? Have you ever known something is the right thing, or the wrong thing to do – contrary to what all the evidence is telling you? This is your intuition speaking to you. It’s a very useful tool that we all possess, but not everyone uses.

    What is intuition?

    It’s often said that the gut acts like a second brain. The brain continually takes on board unconscious information and automatically filters it through past experience and knowledge. This happens instantaneously as the unconscious mind is so much more powerful than the conscious mind, and intuition is the resulting feeling you get based on this unconscious processing.

    It has also been widely reported that intuition is a right-brain function alongside creative thought, art, music, senses and emotion, whereas analysis takes place in the left hand side of the brain, as does reading, analyzing information, understanding languages, etc.

    So how can listening to your gut instinct help you as a leader?

    1. Intuition can help us to keep an open mind, and be open to opportunities and new ideas that our rational minds may close us off from.
    2. Likewise, our gut can act as a voice of caution at times. Trusting in this early warning system to steer clear of a risk which may have been mitigated on paper by facts and figures can be priceless.
    3. It can help us to be a good leader and colleague, allowing us to sense when something may not quite be right with a team mate. We are then able to adjust our approach to find the best way to deal with that person or situation for the best outcome.
    4. Our intuition links into our values; it can help to guide us towards finding the right path and purpose so that we can feel fulfilled in what we are doing.

     

    In this podcast Pat Hutchinson, Quadrant 1 MD, talks to Gerry Murray on his Leading People show about how intuition helped her carve her own career path to lead her to where she is now…

    Learn from the past

    Think back about situations or opportunities where you’ve used your intuition to guide you that worked out really well. Try to remember how you intuitively felt as these situations were developing, and what it was that your gut was telling you.

    Things don’t always work out. It is important to reflect back on situations from the past where you’ve trusted your gut but that haven’t worked out as well as you wish they did. What can you learn?

    As with everything, balance is key.

    Relying solely on intuition and failing to sufficiently analyse a plan or problem can lead to making non-logical decisions. Avoiding analysing situations whilst at the same time mistrusting your intuition can leave you paralysed and unable to make a decision at all.

    For all aspects to be in balance, intuition should be combined with good analytical skills to help you sense the important factors, while at the same time analysing the risks to arrive at a logical and well-considered solution. Next time you are faced with a decision and you’ve spent some time considering the facts, spend a minute checking to see how you feel about the situation, what are your gut feelings telling you?

    Paradoxical Leadership Technology

     

    Paradox Technology measures how employees manage 12 paradoxical pairs of behaviours, each of which relate to an important core value.

    All of the Harrison Paradoxes relate to leadership and have a great impact on the organization which can either create a positive culture or a dysfunctional culture.

     

    You can find out more about balancing Paradoxical traits, like intuitive and analysing, here,  or you can get in touch at [email protected] or on 07768 922244

  3. Is Your Company Brave Enough to Face the Truth?

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    Pat Hutchinson

    Most people use data the way drunks use a lamppost: for support rather than for illumination.

    Alexis Fink, General Manager, Talent Intelligence and Analytics, Intel

    There are any number of ‘talent analytics’ software offerings on the market right now.  Most offer to make the analysis of trends in already existing data such as staff turnover or absenteeism, easier to assess.  Some organisations use them to great effect, others not so much.  There are however, very few organisations offering talent analytics based on what makes people effective in the workplace.

    Advanced analytics are designed to support development interventions which will generate an engaged, progressive culture that is vital to the success of any organisation.  Such a culture will not only increase productivity, it will reduce absenteeism and staff turnover.   Interventions are often seen by the C Suite as a ‘nice to have’ in the light of lack of solid evidence.  HR specialists continue to make their case for interventions but often can’t compete with their operational colleagues who can provide data and statistics to back their arguments for specific actions and therefore investment.

    So what could research based on what makes people successful in the workplace do for organisations?

    Employee Engagement Expectations

    Engagement is a two-way process and surveys should form the foundation of progressive conversations between employer and employee especially if the aim of the survey is to keep talented employees.  This is just not possible if surveys are anonymous.  All an anonymous survey can highlight is that someone, somewhere in the organisation is not happy about something.

    With advanced analytics, you can ask the right questions, and analyse real engagement factors and expectations – such as development, authority, communication, remuneration expectation – across individual, group, and organisation levels. This ensures managers and the wider organisation provide an environment that retains their best talent.

    Who will be Your Next Leaders?

    Expensive assessment centres are universally used for identifying upcoming leaders.  They can take anything from half a day to 5 days and sometimes more to make a selection.  The cost of taking people out of the organisation, and employing specialists to run such centres as well as venue costs, hotel bills (during non-Covid times) all make this a very expensive but still relatively subjective exercise. 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.

    Companies who use predictive behavioural analytics to develop a framework for remote and automated online assessment can continue to screen for potential talent across areas including role-specific job success eligibility and behavioural success factors, leadership competencies, emotional Intelligence (EQ), engagement and retention factors, cultural fit aligned to organisational values, remote working compatibility and more. This means even if you can’t run a face-to-face assessment centre you can still get in-depth analysis to support the search for and identification of talent for your organisation.

     

    If you would like to know more about how to provide analytics upon which to make strategic decisions about the development of your teams and staff contact us at [email protected] and/or visit our website at www.quadrant1.com

  4. Employee remuneration expectations – frequency or value?

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    Employee Remuneration Expectations – managing for engagement

    In this article on employee expectations we look at ‘remuneration expectations’ and how they impact employee engagement.

    We all want to be paid a fair wage for a fair day’s work and remuneration is certainly near the top of employee expectations. It is not, however, the primary motivator for a good many of us and vies for position with the quality of the workplace environment, being appreciated and having a competent, responsive manager.

     

    The organisational view

    Most employees understand that a company has different pay grades and that they cannot expect to earn more than someone else who does the same job. Having said that, the increasing problem of those being paid below the living wage can create tensions for many companies.

    If you want to earn a higher salary, the excepted way of doing it is to take on more responsibility and possibly undertake further training.

    For those who want higher pay, this can often be the sticking point, particularly if they are not self-motivated enough to develop their own careers.

    The individual’s remuneration expectations

    Asking the right questions, and analysing each individual employee’s real engagement factors ensures managers and the wider organisation provide an environment that retains their best talent.

    individual remuneration expecttions

    Remuneration Expectations

    Employee remuneration expectations can vary depending on the amount of pressure they are under, the type of work they have to do and the environment they work in. Even individuals in a particular office might have different views about whether they are paid enough or not.

    Wants High Pay

    • The desire to earn greater remuneration
    • A competitive and career minded individual will more likely see their worth in the amount that they are paid, or have the potential of earning, compared to someone who just wants to come in and get their allotted work done.
    • Wanting higher pay can be a signifier of personal ambition which could mean that a top performing team member may look elsewhere if they don’t achieve what they hope for. It can also be a pipe dream where an individual wants more pay but is not prepared to get the work and study done to reach their target.

    Wants Quick Pay Increases

    • The desire to have an employer who offers relatively frequent pay increases
    • Linked to the desire for higher pay, is the need for them to be delivered quickly. Most businesses have a yearly incremental increase in salary but that might not be enough for some employees. This could be a sign that they are moving quickly up the ladder or it could be that their ambitions are outstripping their actual ability.
    • Impatience can be a virtue but it can also signify that an employee is more likely to look round at other companies rather than stay put and contribute to the development of an organisation.

    Self-Motivated

    • The drive to achieve including taking initiative, wanting challenge, and being enthusiastic about goals
    • Those who want to develop their own careers necessarily have to be self-motivated. This can be a difficult one to gauge particularly if the employee is deluding themselves about just how much they have in the tank for climbing the corporate ladder.
    • There may well be good signs for self-motivated behaviour such as learning new key skills and being open to challenges and these can mark out an employee as someone who needs to be handled sympathetically and nurtured if they are to stay with the company.

    Does everyone in the group have the same remuneration expectations?

    Finding out what employee’s remuneration expectations are can be highly enlightening; by using Harrison Assessments engagement and retention analytics we can explore them in detail.

    Team Distribution Remuneration Expectations

    What can we interpret for this group?

    • This group considers earning higher pay levels to be only moderately important and thus, it is only moderately important to carefully explain how higher pay can be achieved.
    • This group considers quick pay increases to be unimportant. Consequently, this group is probably not going to be too impatient about achieving higher pay.
    • This group has a strong tendency to be self-motivated independent of consideration about remuneration.

    Using Harrison Assessments Talent Solutions to understand remuneration expectations

    Managers can measure an number of key employee expectations, the intrinsic behaviours that drive individual and group engagement. This helps to understand any differences between an employee as well as looking at the overall group or team’s expectations. These insights facilitate the essential dialogue between employee and manager, fostering a shared responsibility for engagement to build a culture of employee engagement.

    Managers can use the Manage, Develop and Retain report as a guide to getting the best performance out of an individual member of their team, and shows how mis-matched communication and management styles could potentially demotivate a talented employee. Instead the report suggests how best to develop and engage the employee, what type of tasks to delegate and behaviours to watch out for that could impede performance.

    Employee Engagement White Paper

    • This employee engagement white paper will outline why this is the case and what is needed to achieve a greater impact on organisational performance.
    • It includes some key areas relating to engagement in the workplace and a crucial 3-step guide to assist with the application of engagement analytics.
    • Written by Dan Harrison, Ph.D. – Organisational Psychology, developer and CEO of Harrison Assessments, this white paper is a must read for anyone involved in employee engagement.  Request your copy here –

    • Do high performers want, or need appreciation?

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      Appreciation Expectations – do high performers have them?

      This article on employee expectations looks at ‘appreciation expectations’ at work and how they impact on employee engagement.

      Most employees have appreciation expectations and want their contributions to be valued and recognised. However high performing employees may not need external appreciation, relying more on their own assessment of their work, but definitely want recognition from their peers. So how does a manager discover each person’s expectations and meet them in the right way?

      The 8 areas of Employee Expectations

      The organisational view

      Your organisation may well be able to attract top talent with a competitive salary but if their real retention and engagement factors are not met – they may soon be leaving for an environment where they can be met.

      Research by Monster.co.uk found that many of us don’t feel appreciated at work and employees even have put a value to it – they think compensation of £134 a month would cover the amount for not being thanked properly for their work.

      The individual’s authority expectations

      Asking the right questions, and analysing each individual employee’s real engagement factors ensures managers and the wider organisation provide an environment that retains the best talent.

      Appreciation Expectations

      Appreciation Expectations

      Employees who don’t feel appreciated, recognised or listened to are more likely to be unhappy at work than those that get a thank you and notice taken of their efforts once in a while.

      Wants Appreciation

      • The desire to have an employer who expresses appreciation for one’s work
      • We all want to get some appreciation at work and those that receive it feel better and more secure. The trouble is that many employers and management staff don’t do it enough. Taking time to thank a member of staff for their great work can raise morale and put a smile on people’s faces.
      • An employee who isn’t appreciated is going to care a little less about their job each day and bosses need to make sure that this basic social nicety is given more focus. If employee expectations in this area don’t match what the company provides then something will need to change.

      Wants Recognition

      • The desire for positive acknowledgement (from others) related to one’s abilities and strengths
      • If an employee does a good job they want some kind of recognition even if it’s just sending them an email to thank them for all their hard work. Of course, there are some tireless employees who don’t want to be thanked and get embarrassed at being singled out for praise but that doesn’t mean they shouldn’t be shown some form of appreciation.
      • It’s not just a simple thank you that employees may want. Recognition could mean the prospect of promotion or a wage increase, the chance to undertake some valuable training or not having those low grade jobs pushed onto them all the time.

      Wants Warmth/Empathy

      • The tendency to express positive feelings and affinity toward others
      • However busy the office is, there’s always time for some warmth, particularly as it helps create a better, kinder environment that improves productivity. During stressful times understanding and empathy can often go out the window but if your employee values this kind of interaction and expects it then there needs to be more effort made on these occasions.

      Wants Opinions Valued

      • The desire to have an employer who listens and gives importance to one’s views
      • Most career minded employees will expect to have their opinions valued. There may be those who don’t put it high up on their list of priorities but most of us like to think we have something important to say from time to time. A low score for expectations in this area could also be a sign that the person in charge is not someone who likes to listen to other opinions.

      Is Collaborative

      • The tendency to collaborate with others when making decisions
      • It’s all very well expecting to be appreciated but if you prefer to work alone and have less focus on effective collaboration then this could point to an imbalance between what is expected and what is actually the case.
      • Creating opportunities for better collaboration in an office environment can improve social cohesion and also allow everyone to work more effectively as a team.

      Does everyone in the group have the same appreciation expectations?

      Finding out what employee’s appreciation expectations are can be highly enlightening; by using Harrison Assessments engagement and retention analytics we can explore them in detail.

      Appreciation Expectations

      What can we interpret for this group?

      • This group considers receiving appreciation to be reasonably important. It is reasonably important for management to communicate sincere appreciation for work contributions. This is best fulfilled with an occasional one-on-one communication that establishes that their contributions are understood and appreciated.
      • This group considers receiving recognition to be moderately important. Consequently, it is moderately important to find ways to provide recognition. This type of recognition should be related to acknowledging their strengths and capabilities.
      • This group has a strong tendency to express warmth and empathy. Consequently, it is more likely others will reciprocate with appreciation and recognition.
      • This group considers it to be reasonably important for others to consider and value their opinions. Therefore, it is reasonably important that management listens to, acknowledges, and encourages their opinions. This group has a strong tendency to be collaborative with regards to making decisions. This is likely to cause others to reciprocate by being more receptive to and encouraging of their opinions.

      Using Harrison Assessments Talent Solutions to understand appreciation expectations

      Managers can measure an number of key employee expectations, the intrinsic behaviours that drive individual and group engagement. This helps to understand any differences between an employee as well as looking at the overall group or team’s expectations. These insights facilitate the essential dialogue between employee and manager, fostering a shared responsibility for engagement to build a culture of employee engagement.

      Managers can use the Manage, Develop and Retain report as a guide to getting the best performance out of an individual member of their team, and shows how mis-matched communication and management styles could potentially demotivate a talented employee. Instead the report suggests how best to develop and engage the employee, what type of tasks to delegate and behaviours to watch out for that could impede performance.

      Employee Engagement White Paper

      • This employee engagement white paper will outline why this is the case and what is needed to achieve a greater impact on organisational performance.
      • It includes some key areas relating to engagement in the workplace and a crucial 3-step guide to assist with the application of engagement analytics.
      • Written by Dan Harrison, Ph.D. – Organisational Psychology, developer and CEO of Harrison Assessments, this white paper is a must read for anyone involved in employee engagement.  Request your copy here –