“Whether you are responsible for the talent engagement and development of a large multi-national or a mid-size organization, Harrison Assessment’s Organizational Analytics offers best-in-class solutions to advance your business, cultural, and talent goals for 2021 and beyond.”
“Whether you are responsible for the talent engagement and development of a large multi-national or a mid-size organization, Harrison Assessment’s Organizational Analytics offers best-in-class solutions to advance your business, cultural, and talent goals for 2021 and beyond.”
Harrison Assessments Engagement & Retention Analysis with Fulfillment
Improving discretionary effort is a perpetual challenge for organizations as validated in the 2019 HR.com Survey on The State of Employee Engagement . The survey results are consistent with many surveys on this vital topic over the years and identify several proven initiatives implemented by participating organizations with the highest rankings in engagement and retention:
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With literally thousands of assessments available, it is hard to know which to trust, how to use them, and how to evaluate the value of their data. Many personality and style indicators are popular for insight on employee differences and learning how leaders and team members can adapt to various styles for more effective relationships. But when it comes to hiring, development, and succession planning these popular tools and instruments are too limited to provide predictive value. Because many organizations have traditionally applied these tools beyond their intended purpose, leaders and recruiters are often skeptical of using any behavioral analytics! How can organizations avoid getting burned and find the right assessment for the right application when it comes to hiring, development and succession planning?
Is improving engagement and retention a top priority in your organization? An analytics system that facilitates better hiring and promotion decisions at every level and enables leaders to more effectively onboard, coach and mentor their employees can dramatically impact your results. At the same time, preparing your talent to advance requires effective behavioral assessment. The best kept secret in talent management is that now one system can meet each of these crucial needs!
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Is your Board and executive team developing human capital strategies to gain competitive advantage and accelerate their business goals? Is your organization seeking new ways to positively impact engagement and retention? If so, they are not alone! Deloitte Consulting and Bersin identifies three primary areas of strategic focus in their Global Human Capital Trends report: Lead & Develop, Attract and Engage, and Transform and Reinvent. Among these strategic trends, leadership, retention and engagement, talent acquisition and reskilling HR were the top urgent needs to support business priorities and goals. Additional research by Aberdeen Group of Best-in-Class organizations demonstrates that top performing organizations, successfully utilize behavioral assessment as an enabler in each of the strategic talent needs.
Is improving engagement and retention a top priority in your organization? An assessment system that facilitates better hiring and promotion decisions at every level and enables leaders to more effectively onboard, coach and mentor their employees can dramatically impact your results. At the same time, preparing your talent to advance requires effective behavioral assessment. Now one system can meet each of these crucial needs.
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Blog Series
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Video Scene from Fiddler on the Roof: A Revolutionary’s Question
The new worker/employer contract is the ultimate rationale for offering effective outplacement services.
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Blog Series
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The outplacement industry has consolidated and created innovative, enabling technologies to deliver services more efficiently and globally, however, like other talent management technological enablers, these innovations cannot replace the need for effective coaching and mentoring support.
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Blog Series
Since the 1960s, outplacement has benefited millions of transitioning employees. By providing effective outplacement services their former organizations reaped tangible economic benefits. Those same benefits, both for employees and organizations, are needed today. In fact, the business case for providing outplacement is actually stronger today than in those early years of the fledgling career transition industry. To put it succinctly, whether recruiting or seeking to engage and retain those all-observant millennials, how you treat their friends in a layoff is only a text away from going viral! Given that reality, it is counter-productive that at best only 30% of companies offer outplacement and with declining program budgets and services. What gives?
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