Tag Archive for: development assessment
Best-in-Class Talent Management Analytics – The Irrefutable Business Case!
Best-in-class organizations rely on behavioral decision analytics to improve business results and increase competitiveness according to recent surveys and studies: McKinsey talent survey, IBM C-suite study, and Deloitte Human Capital Trends 2023. Harrison Assessments’ predictive behavioral analytics system offers innovative predictive analytics enabling organizations of all sizes and industries to adopt best practices and achieve […]
The Weak Link in Predicting Private Equity Investment Success
Talent decision analytics pay off across every business metric!
No industry is more disciplined in analyzing data relevant to investments than are Private Equity firms. Their financial, operational and market analyses are comprehensive and rigorous to ensure the best investment decisions for their investors and portfolio companies.
On the other hand, evaluation of leadership, organization and culture is subjective at best. While many case studies demonstrate that the health of an organization’s culture and quality of leadership are top predictors of success, measuring those critical factors has been more an art than a science. In fact, recent McKinsey research found that investors have attributed 65% of portfolio company failures to people and organizational issues. 1 Having a sound succession plan and the right team in place for ongoing success has been a top priority for global organizations for many years. This advice is equally vital for PE firms. Yet, measuring leadership fit and cultural health has been the weak link in predicting success for Private Equity investments!
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Best-in-Class Talent Management Analytics – The Irrefutable Business Case!
Summary:
Best-in-class organizations rely on behavioral decision analytics to improve business results and increase competitiveness according to recent surveys and studies: McKinsey talent survey, IBM C-suite study, and Deloitte Consulting research. Harrison Assessments’ 2019 system release offers innovative predictive analytics and enhanced talent management capabilities making it easier for organizations of all sizes and industries to adopt best practices and achieve their talent goals… Veronica Delgado, Sr. VP Global HR with Universal Weather and Aviation shared, “Harrison Assessments is integral to our strategic TM, succession planning and leadership development processes… In every application across the talent cycle, the ROI for Harrison Assessments is excellent.”
Best-in-class organizations rely on behavioral decision analytics to improve business results and increase competitiveness according to recent surveys and studies: McKinsey talent survey1, IBM C-suite study2, and Deloitte Consulting research3. Harrison Assessments’ 2019 system release offers innovative predictive analytics and enhanced talent management capabilities making it easier for organizations of all sizes and industries to adopt best practices and achieve their talent goals. Whether your talent challenge is in recruitment, career development, succession planning, culture change or leadership and team development, Harrison Assessments has customizable and cost-effective integrated talent management solutions to meet your needs with a high ROI.
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The Weak Link in Predicting Private Equity Investment Success
Talent decision analytics pay off across every business metric!
No industry is more disciplined in analyzing data relevant to investments than are Private Equity firms. Their financial, operational and market analyses are comprehensive and rigorous to ensure the best investment decisions for their investors and portfolio companies.
On the other hand, evaluation of leadership, organization and culture is subjective at best. While many case studies demonstrate that the health of an organization’s culture and quality of leadership are top predictors of success, measuring those critical factors has been more an art than a science. Korn Ferry’s July, 2016 Briefings includes the article, Why Boards Make Bad Decisions, which emphasizes the importance of having a sound succession plan and the right team in place for ongoing success. This advice is equally vital for PE firms. Yet, measuring leadership fit and cultural health has been the weak link in predicting success for Private Equity investments!
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The Weak Link in Predicting Business Success
Talent decision analytics pay off across every business metric!
By Sheryl Dawson, CEO Dawson Consulting Group
No function is more disciplined in analyzing data relevant to business success than business development. Their financial, operational and market analyses are comprehensive and rigorous to ensure the best investment decisions for their investors. On the other hand, evaluation of leadership, organization and culture is subjective at best.
While many case studies demonstrate that the health of an organization’s culture and quality of leadership are top predictors of success, measuring those critical factors has been more an art than a science. Korn Ferry’s July, 2016 Briefings includes the article, Why Boards Make Bad Decisions, which emphasizes the importance of having a sound succession plan and the right team in place for ongoing success. Yet, measuring leadership fit and cultural health has been the weak link in predicting success for businesses across industries!
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You are not a Style, YOU are Unique!
Who does not enjoy taking behavioral personality assessments to better understand themselves? We are infinitely interested in who we are, how we interact with others and just what makes us tick! The problem is, most assessments measure a very narrow set of traits. Many common psychological and behavioral assessments look primarily at personality traits. For instance, Myers Briggs and DISC are widely used to measure personality styles. Imagine of the 6+ billion people in the world, you are one of 16 Myers Briggs styles! So what exactly does that make you — 1 in 375,000,000? No, YOU are unique! To appreciate just how unique you are, view this powerful video and be encouraged: You are Unique
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Crowd Pleasers
Crowd Pleasers- How to Spot them!
Employees whose personality types are disruptive at work and typically put a wrench in productivity exist in every organization and can be “walking liabilities”.
One type is the “Crowd Pleaser”.
Characteristics: Plays the populist role naturally, likeable, affable, humorous, a live wire and life of the party; knows what and how to say it to the right crowd at the right time and place.
Incessant Complainers
Incessant Complainers. Do you have this type of employee in your organization?
Characteristics: Non-stop complaining about the company, the working environment, colleagues and customers; does not see problems as opportunities to improve a situation. Complains about things but walks away when called to take up the challenge to change things for better.
Traits to look out for: Low willingness to take up challenges. Has a very strong mindset of what things “ought to be”. Low or moderate technical competencies to perform the job and has a weak desire to improve oneself by taking the necessary actions to learn new skills and adopt a mindset shift to address issues constructively.
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The Verbal Caustic
The Verbal Caustic- another Toxic Employee
Almost every organization has experienced some form or another of a Toxic Employee; someone who, whether consciously or subconsciously, disrupts or hinders the advancement of productivity in the workplace.
Also known as “walking liabilities”, they say things and they do things that make them a huge liability. Just because you haven’t been sued for it doesn’t mean they aren’t walking around creating liability for you.
One of those types is the VERBAL CAUSTIC.
Characteristics: Steps on others without even realizing it; blunt and caustic; laser-tongued. Thinks he/she is just being honest, does not know when he/she hurts others’ feelings or doesn’t sufficiently consider others needs while pushing for his/her own (this is certainly not always the case and is less likely).
Mini Napoleon
Do you have a Mini Napoleon employee in your midst?
Almost every organization has experienced some form or another of a Toxic Employee; someone who, whether consciously or subconsciously, disrupts or hinders the advancement of productivity in the workplace.
Also known as “walking liabilities”, they say things and they do things that make them a huge liability. Just because you haven’t been sued for it doesn’t mean they aren’t walking around creating liability for you. One type of toxic employee is the “Mini Napoleon”.
Emotional Moody
Do you have an “Emotionally Moody” type person working for you?
Almost every organization today has experienced a “Bad Apple” employee; someone who, whether consciously or subconsciously, disrupts or hinders the advancement of productivity in the workplace. One type of bad apple is the “Emotionally Moody”.
Characteristics: Temperamental and goes through mood swings; difficult to predict the best time to communicate with such employees. Appears distant and can be rather cold towards others; unable to control emotions and finds it diffcult to maintain self-composure.
Traits to look out for: Introverted, low self-esteem, easily tensed and poor stress management techniques, intolerant to bluntness, pessimistic, weak in interpersonal skills and display low comfort with conflict.
The Best Job Suitability Assessments
There are bunches of assessments available today. Finding and developing that diamond in the rough employee has become an art, and employers are trying to get all the help they can in choosing the best candidate.
Which assessment is best? There are few things to consider when making the choice. Does the assessment use the same set of factors for every job? If that is the case, it is very unlikely to effectively predict job success. In order to predict job success the assessment must be job-specific.
For example, many personality tests use the same set of personality factors for every job. The majority of these factors are likely to be irrelevant to job success for any one job. How can recruiters or line managers know how to use such information when it is not job specific? Using such assessments is not only counter-productive, it violates hiring ethics and, in many cases, legal guidelines.
PhD Org. Psych 24.7.365 – Harrison
Dr. Dan Harrison
PhD Org. Psych 24.7.365- Harrison
It’s been a long time since I took a Psych class. I know there is a lot of good stuff there that can help me lead my organization forward.
I wear a lot of hats and one of them is the HR one. People and people processes are typically on my mind. Making sure I have the best people in the positions that they are best suited for is a challenge.
But going back to school to learn more about psychology so I can figure out what is really going on inside an employee or a potential hire is not going to happen. Something else that is not going to happen is hiring a PhD to figure it out for me. That is a major expenditure that I cannot afford.
However, there are relatively low cost alternatives that can help me wear this hat well. Job Fit Assessments. The Harrison Assessment Talent Solution is like having a PhD Org. Psych with me 24/7/365.