Category Archives: Assessments

Three Keys to Job Satisfaction

This post originally appeared on the Harrison Assessments blog. For more posts like this, click here

It seems basic. If you like what you are doing it doesn’t feel so much like work. If you enjoy doing something you are more likely to continue doing it and do it well. So shouldn’t a personality assessment being used to measure job suitability include measuring work satisfaction?

Measuring work satisfaction is essential to determine motivation and forecast whether an individual will prosper, succeed and stay with the organization. Most behavioral and personality assessments fail to measure work satisfaction and are therefore limited to predicting personality.

Harrison Assessment’s twenty five plus years of research prove that employees who enjoy at least 75% or more of their job are almost 4 times more likely to succeed than employees who enjoy less than 75% of their job. Measuring factors related to work satisfaction makes it possible to predict job success and therefore hire, motivate and retain top talent.

Harrison Assessment’s Enjoyment-Performance methodology considers 3 key issues related to work satisfaction and retention, measuring the degree to which a person’s:

  1. Preferred tasks fit the job
  2. Interests fit the job
  3. Work environment preferences fit the job

Enjoyment and Performance are linked because the level of enjoyment that an employee has while performing a particular activity is directly related to the level of their performance relative to that activity.

When people enjoy a task, they tend to do it more, and get better at it. Like a self-fulfilling prophecy, good performance creates acknowledgment and/or positive self-regard which then causes people to enjoy the task even more.

Harrison Assessment solutions predict performance, work satisfaction and retention. They enable companies to motivate people and increase their performance by assigning the roles and responsibilities that give them the highest degree of work satisfaction. Harrison Assessments also enables companies to show their employees that they care about their work satisfaction. This genuine concern in itself evokes a positive response from employees. The mutually beneficial outcome is that both employees and employers win!

To find out more about using Harrison Assessments to measure and encourage work satisfaction contact us here

Avoiding the ‘Horror Hire’

This post originally appeared on the Harrison Assessments blog. For more posts like this, click here

If you think when you go for a job interview it is a nail-bitingly painful affair, imagine what it’s like for a manager who has to screen through all the job applications, narrow down the best and then conduct each and every interview while other tasks keep piling up!

Once the interview is over, all the job applicant has to do is wait patiently for the call that may or may not eventually come.

The manager on the other hand, has the task of deciding who is the best among the many hopefuls to fill the vacancy. If not using a job fit assessment there’s not much to go on. The stakes are high. If the right candidate is chosen, the company profits. The wrong one it can be a very expensive horror hire.

So how does one pick the person that is exactly the right fit for the job? And how sure are you that the person who ‘aced’ the test will actually pass with flying colors in the workplace, now and in the future?

Some might choose to go purely by gut instinct; others will base their decision on the recommendations of colleagues and friends. The results can be so very right or disastrously wrong as one small local engineering firm discovered to its dismay.

The firm had hired a manager who was highly recommended and who supposedly had chalked up quite an impressive resume working with multinational companies. The new manager was hired to help streamline the company’s operations but in the first three months, he behaved so arrogantly towards other staff, they refused to work with him and chaos ensued. The company was forced to terminate him only to discover that he had obtained the e-mail contacts of all their clients and associates which he then used to exact revenge.

He emailed allegations against the company to their clients and threatened to cause even more malicious damage to the company’s reputation, unless they paid for his silence! The enraged company was forced to hire outside expertise to investigate his background, counter his claim and fend off his allegations. They paid for a due diligence report to be conducted and forwarded the report to their clients. Then they hired a lawyer to block further action by the ex-employee.

With so much at stake today, it’s time for employers to ramp up the assessment process and cull those who misrepresent themselves. Using the Harrison Assessment can help you avoid the very expensive horror hire and keep your organisation profitable.

To find out more about using Harrison Assessments to make sure you don’t make a horror hire contact us here

Jump start employee engagement

This post originally appeared on the Harrison Assessments blog. For more posts like this, click here

According to a study by the Quantum Work Place “Employee Engagement” has declined to the lowest point it has been in eight years. Despite the improving economy, employee engagement declined in 2014 across organisations of all sizes and in more than 75 percent of the markets measured through the Best Places to Work program.

Employee engagement among Best Places to Work was on a slow, steady incline, as organisations recovered from the 2008 recession. However, this past year, engagement dipped to only 65.9 percent of employees engaged. Prior to 2014, employee engagement was lowest in 2010 with 66.7 percent of employees engaged.

Although the majority of employees were engaged, these trends indicate a slight shift toward uncertainty and suggest that organisations have more areas for improvement than in previous years.

A number of themes emerged when examining employee uncertainty about the workplace:

Commitment to Valuing Employees
Almost half of the items with the highest uncertainty were related to how employers value their employees, whether through compensation, recognition, or growth opportunities. Employees should not be treated as a means to an end. Engaged workplaces exhibit a commitment to employees in how they are supported, recognized, and developed.

Global Information
One-third of the items with the highest uncertainty were related to global information, or how information is shared throughout an organisation. Whether it’s understanding their personal future or getting feedback regularly from managers, employees lack confidence in their managers’ ability to communicate.

These areas of uncertainty represent areas of opportunity for employers. By offering clarity and improving in these areas, employers can improve employee perceptions and engagement.

One of the easiest ways to improve employee relations and engagement is through the use of a job-specific assessments such as Harrison Assessments. Now you can measure intrinsic behavioral factors that drive individual engagement — employee motivators and attitudes!

  • Identify gaps between employee and employer expectations and motivators
  • Facilitate the essential dialogue between employee and manager
  • Foster a shared responsibility for engagement
  • Create a culture of engagement

Take the next step in engagement initiatives! Align employee intrinsic factors with organisational extrinsic factors to maximise engagement.

To find out more about using Harrison Assessments to improve your employee engagement contact us here

Ego Almighty

This post originally appeared on the Harrison Assessments blog. For more posts like this, click here

There are typically all sorts of personalities working in an organisation. Do you have a few “ego almighty’s” working in your company?

Ego Almighty Characteristics:

  • Tends to focus on self-justification and excuses for certain actions or inaction.
  • Does not embrace change in routine and styles willingly.
  • Works well and clicks with those who are like-minded.
  • They are also prone to making decisions or choices according to those who fan their ego and dance to their tune.

Traits to look out for:

  • Egotistical, overly self-confident with a very high opinion of their own views and decisions.
  • Low intent and desire for self-improvement.
  • Lacks progressiveness and is inward looking.

Negative impacts:

  • Difficult to convince and can be rebellious towards change and new initiatives.
  • Draws a lot of energy from direct supervisors in their constant efforts of trying to get alignment and engagement for these Ego Almighty individuals.

How to manage:

  • Needs to be given specific performance criteria.
  • Coaching discussions to identify personal values and direction to establish gaps between company direction and the employee’s own interest.
  • If the behaviour becomes too intense to handle, the final option may be to manage the person out of the organisation.

You may have invested a significant amount of time, energy and training dollars in this person. If you choose to manage them, give them a work fit  assessment such as the Harrison. This will guide you to a developmental plan that may harness some of the ego and motivate them to work in the company’s interests and not just their own.

To find out more about using Harrison Assessments to find the right people and keep them motivated in your business contact us here

Just Do It!

This post originally appeared on the Harrison Assessments blog. For more posts like this, click here.

“I HATE my work!” How successful do you think someone will be at a job who says this? “I don’t care if you hate it, just do it”. How long will this company be operating if this is the most frequent response from the team leader?

The Harrison Assessment’s Paradox Theory predicates that performance and enjoyment are closely linked, because when one enjoys doing something, one tends to do it more willingly and more often. This in turn makes one very competent in that task and thereby more effective in their particular job. Workers who have a great time doing whatever it is that captivates them, will be effective performers and ultimately add to the company’s success!

The key is to find what ‘turns on’ a particular worker and provide an environment where this is readily found and you’ll have a recipe for employee success for sure!

Harrison Assessments’ attraction is that it measures factors such as task preference (for example driving, computers, teaching, researching, manual type of work, physical work, working with numbers), work preference factors (such as outdoors, public contact, repetition), and interest factors (like finance/business, food, science, electronics).

What’s even better is that Harrison Assessments measures an amazing 175 factors which is some five times more than the tests offered by others. Harrison Assessments also boasts an 85% predictive accuracy, able to measure traits that are correlated to successful performance and  measure the presence of negative traits that can be counterproductive to successful performance.

What is the basic difference between “personality tests” and “job suitability tests”? Personality tests may predict that the person is a “nice and pleasant” person but being nice does not guarantee success or great performance on the job.

What are the ‘must haves’ when picking the right kind of assessment ‘tools’ to aid in the hiring process? A comprehensive recruitment tool kit would include a job analysis questionnaire, a profile analysis, a “Traits and Definitions” report, a behavioral impact graph and narrative, a paradox graph and narrative, positive or counterproductive traits of the applicant and probing for weaknesses.

Using a test such as Harrison makes it easier to narrow down the potential capabilities and areas of natural competence on the part of the job applicant.

More specifically it throws the spotlight on four important areas – ability (what he can do now and after training is given), aptitude (ability to gain a skill after training), power (reasoning ability) and performance (relating to one’s experience).

Finding the right candidate for a job is difficult. Using an assessment tool such as the Harrison can help save you time, money and a lot of headaches by helping you find someone who doesn’t say, “I hate this job”. And it will hopefully make it so your team leader does not have to say… “Just DO it”.

To find out more about using Harrison Assessments to find the right people for your business contact us here

Employing Apprentices: A new resource for business

new employees

We are delighted to be part of the following initiative, announced today:

New tool to match employers and apprentices for better completion rates

Strategies to match apprentices with employers and ultimately reduce the current high levels of apprentice attrition will be the focus of a new online tool being launched today.

The web-based resource, Employing Apprentices, is designed to help employers understand what is involved in taking on apprentices, and provide information about recruiting, managing and communicating with apprentices.

Developed by Group Training Australia (GTA), and funded by the Commonwealth Department of Education and Training, the tool is aimed at overcoming some of the key obstacles to successful apprentice completion.

“Much of the blame for drop outs typically falls on apprentices, but we know that this is a two way relationship and that improved matching and shared expectations are vital,” said the Chief Executive of GTA, Jim Barron.

“Around half of all trade apprenticeships are not completed and most of those are because of problems in the workplace,” he said.

The interactive, online tool provides access to a range of resources to help in effectively recruiting, matching and supporting apprentices.

It will particularly assist intermediaries such as group training organisations, Australian Apprenticeship Support Network (AASN) providers, and Job Active Employment Service providers. It will also be useful for careers advisors and VET in schools co-ordinators.

The new website has a range of resources, including good practice guides, tools and templates, as well as a number of self assessment checklists to identify best practice and address any gaps.

The site was developed by a team at Ithaca Group, based on their research and their extensive understanding of factors relevant to apprentice completions.

Professor Rod McDonald, Managing Director of the Ithaca Group, says that apprentices who don’t complete their training impose a high cost on organisations and a negative experience for both employers and apprentices, which, in turn, impacts future apprenticeship opportunities.

“It is important for employers to understand all that is involved in taking on an apprentice and determine whether they can engage with young people and provide the necessary learning environment,” he said.

He said that the latest approach puts a priority on ways of improving the match between apprentices and employers and on developing a range of learning opportunities that will help address apprentice retention and completion.

See the Employing Apprentices website: http://employingapprentices.com.au

Click on ‘A Good Match’ then ‘Testing and Profiling’ to get to our contribution, ‘Job Fit Analysis’.

Hiring? Data beats intuition

workplace training

This article comes via Harrison Assessments International. You can read more articles about Harrison Assessments here.

Can an algorithm beat the experts at hiring?

The Scientific American Article: How Data Beats Intuition says,

“When we make selection decisions – whether it is choosing a date, a potential business partner or a job candidate – we try our best to make accurate judgments about the potential of the people we are considering. These decisions, after all, have long-term consequences. A first date could turn into a long-lasting romantic relationship; a potential business partner could be a lifelong colleague; a job candidate could be someone we work with for years to come.

Yet, too often, we find ourselves asking, ‘What went wrong?’ We may have spent a lot of time with the person and conducted multiple interviews and assessments to then realize, a few months later, that the person we chose is just not right. This is no rare event. For instance, data shows that traditional hiring methods produce candidates that meet or exceed the expectations of the hiring manager only 56 percent of the time — about the same result one would get tossing a coin.”

This is a very good article and true according to Harrison Assessment International’s experience and research. The biggest reason that data works better is that there are many factors that relate to job success.

Each of these factors should be systematically weighted and scored. Job interviewers don’t tend to systematically analyze the job and formulate the key factors. In addition, interviewers don’t have a strategic and effective means to measure the factors. Consequently, their subjective judgments will be less effective.

You can see the importance of job analysis by looking at the difference between structured interviews and unstructured interviews. Structured interviews have been proven in nearly every study to be far more effective. The difference is that someone took the time to consider what was important related to the job and base the interview around those factors. This greatly improves the results.

Assessments are a systematic means of weighting and measuring the qualifications and behavioral competencies that relate to job success. However, to be effective, an assessment must be tailored to the job and not simply measuring general factors.

Another important factor is the degree to which an assessment is comprehensive. An effective assessment must weigh and assess all the factors related to job success including education, experience, technical or business skills, interpersonal skills, leadership tendencies, and motivation. There must be a sufficient number of factors measured. Unrelated factors should not be included in the analysis to avoid confusing the recruiter. An effective assessment should also measure engagement and retention issues by assessing employment preferences, task preferences, and interests. Otherwise, the assessment will not be comprehensive. To the degree that the assessment includes all the factors related to job success and only the factors related to success for the specific job is the degree to which it will be effective.

The Harrison Assessment can include strategic mechanisms that identify deception that are far more effective that an interviewer attempting to determine the degree to which a person is telling the truth related to each factor.

If the data is tailored for success in the specific job the results are likely to be more relevant. For example measuring a few general personality factors and allowing the interview to guess at which factors are important for a job is not more effective than a structured interview. The factors measured and the weightings given should be based on performance research rather than guesswork. In that case there is real data and a much greater chance of predicting job success.

The one question you should be asking your staff

“At work, do you have an opportunity to do what you do best, every day?”

Gallup has asked this question of more than 1.7 million employees in 100 companies from 65 countries. Rather disappointingly, only 20% felt that their unique strengths were being used every day at work. Even more shockingly, the longer an employee stays in an organisation, the less likely they are to feel they get to apply their strengths. 

What does this mean for you?

Top performers in any organisation are those who get to do more of the things they enjoy and less of the things they don’t. This is so obvious, we sometimes miss the need to be more proactive in making sure all employees have the opportunity to experience more of the joy of using their natural talents at work.

If we are serious about improving productivity and performance, we need to be asking how we can be improving the number of people who can answer ‘yes’ to the question above.

enjoyment-performance

The link between enjoyment and performance

Enjoyment and performance are linked because the level of enjoyment an employee has while performing a particular activity is directly related to the level of their performance in that activity.

When people enjoy a task, they tend to do it more and get better at it. Like a self-fulfilling prophecy, good performance creates acknowledgment and positive self-regard which then causes people to enjoy the task even more. And so on…

This elegantly simple concept underlies everything we do with Harrison Assessments. Most behavioural and personality assessments fail to measure work satisfaction and are therefore limited to predicting personality, whereas Harrison Assessments go beyond personality to identify a wide range of traits linked to job fit and performance.

The link between enjoyment and engagement

Engagement survey after engagement survey tell us that employees in many workplaces are feeling they are lacking a connection with their jobs and their organisations. If this is happening in your organisation, go back to this single, simple question:

“At work, do you have an opportunity to do what you do best, every day?”

When you take the time to listen to the answers and understand how you can change your results, you’ve taken a big step to realising the full potential of your business.

Download ‘Engagement is a Shared Responsibility’ Whitepaper

Back to basics: Work environment matters

Visits to several different workplaces during ‘Sydney Open‘ started me thinking about how the place we work – the physical surroundings – can have a big impact on our enjoyment and therefore our performance.

I know you’ve thought about this before and you know how you’re affected by where you are.

But when you’re advising people on their future careers, do you always give the potential work environment the attention it deserves?

Of course, it’s easy to assume certain environments for certain professions, industries or jobs. We know that usually a finance worker will be working indoors, for example. But as workplaces change, so do the factors that impact job fit.

Banking and related roles are a good example. The photo below was taken inside 50 Martin Place, once the Commonwealth Bank (yes, the money box building) and now the global headquarters of Macquarie Bank. In the past, we might have safely assumed that this type of work would be carried out in a relatively quiet, calm and contained environment.

I wonder what it’s like to work on one of these open floors?

2014-11-02 14.42.55

(The ‘industrial chic’ trend has me wondering if in 150 years’ time people will be pondering our primitive ‘workhouses’ of the information age. What do you think?)

How has the work environment changed for you since you started your career?

Has it changed in ways that enhance your enjoyment of the tasks you need to complete, or the opposite?

Could you have predicted the changes when you started in this career?

To get the full picture of how a person will ‘fit’ a particular type of work, we need to know exactly how the work environment will be. And we also need to know what will suit them.

There is no point in matching a person to a job or career on the basis of all the great stuff like values, personality, motivation and skills, if we are putting them into an environment they will ultimately find intolerable because of basic physical factors that can’t or won’t be adjusted to suit them.

How thoroughly do you check on environmental factors before you start a new job or advise others on their careers?

Can we assume too much about the potential workplace – and about the preferences of the individual?

We have all met people who – through just not knowing – aim for a role that is completely unsuitable because of the work environment. Finding this out early on can save a lot of heartache. I recently met a man with a young family who had decided he wanted to be a train driver – and was prepared to give up a job in an IT company – but hadn’t considered the reality of shiftwork, commuting and being alone on the job. (He also wanted to get out of IT because he thought his workplace was too political. I recommended he do some more research before joining the railways!)

My guess is that most people reading this will know their work will be mostly indoors, but even there the variations can be immense. Consider things such as noise levels, standing or sitting all day, the need to travel for work.

Knowing what you and your clients or staff prefer is a key factor in career engagement that may be easily overlooked due to the assumptions we make. Unlike other assessments, Harrison Assessments do not assume, they measure. Here’ are some of the work environment factors included in the questionnaire and reports:

  • Noise
  • Driving
  • Sitting
  • Outdoors
  • Travel

Contact us if you’d like us to send you a full list of the traits we can measure.

As usual, I’d love to hear your feedback on this post. Please share your stories below how you’ve notices work environment having an impact on engagement and performance.

 

Have you missed the secret to career satisfaction?

accountability

If we’ve done our research, we know well what a certain career will require of us but what we require from our careers is not always so obvious.

Whether it’s your own career, your team members’ or your clients’, hidden engagement factors make all the difference.

The engagement analytics embedded in the Harrison Assessments questionnaire reveal the hidden inner dynamics of career engagement. The new Engagement and Retention Analysis report focuses on these factors to provide valuable insights into a person’s career expectations in eight key areas:

  • Development
  • Remuneration
  • Authority
  • Social
  • Appreciation
  • Communication
  • Personal
  • Work life balance

All of these factors will have an impact on the level of enjoyment and satisfaction we get from our careers.

Engagement analytics mean you don’t need to ‘mind read’ to know what’s important. Imagine the time and stress not having to guess could save you!

Understanding the value a client (or employee) places on each of their requirements is the hidden key to ensuring they will know what they are looking for when they compare careers.

You can view a sample Engagement and Retention Analysis here. To read more on the theory behind the report, download Dr Dan Harrison’s whitepaper ‘Engagement is a Shared Responsibility’. If you use Harrison Assessments, you already have access to this report for yourself, your staff and your clients. We can help you explore putting engagement analytics into action – contact us to find out more.

In October, November and December, we are giving away one Engagement and Retention Analysis per month…

For your chance to receive your own ERA report, speak to us at the conferences listed below, post a comment or subscribe to our newsletter.

This is where we’ll be:

We look forward to meeting you – and possibly sharing your hidden engagement dynamics!

Empathy – Soft Skill of the Courageous

new employees

One of the traits we measure with Harrison Assessments is empathy. It’s a major contributor to success in life, at work and elsewhere.

In this beautifully animated RSA Short, Dr Brené Brown explains empathy and reminds us that we can only create a genuine empathic connection if we are brave enough to really get in touch with our own vulnerability.

Would you like to know if others think you are empathetic?

We can show you with Harrison Assessments and 360 degree feedback. Get in touch!

Avoiding Workplace Bullying

Workplace bullying can occur in any work environment, from offices to shops, community organisations and government departments. Employers have a legal responsibility under Occupational Health and Safety and anti-discrimination law to provide a safe workplace and one which is free from verbal, physical, social or psychological abuse. Bullying can have serious effects on the health and safety of individuals, which in turn can result in a loss in productivity with legal ramifications for the employer.

So how do we avoid bullying in the workplace?

Every organisation should have policies which outline how people are to treat each other at work. Commonly called a ‘Code of Conduct’, the policy should be easily accessible to all staff and outline what is (and is not) appropriate behaviour. In addition, the actions that will be taken to deal with unacceptable behaviour should also be detailed in workplace policies, as well as internal grievance procedures.

Is there a better way to address bullying?

At the recent 22nd Labour Law Conference in Sydney, Jonathan Hamberger (Senior Deputy President of Fair Work Australia) told the audience he believes “the key to tackling bullying in the workplace lies with line managers”. This will only be effective if the manager has an appropriate level of authority to resolve these issues, combined with superior people management skills and interpersonal skills.

An effective line manager should have the following people management skills:

  • great communication skills
  • the ability to build relationships
  • willingness to take responsibility
  • being open and transparent in their actions

Through the use of external assessment tools in the hiring and/or promotion process, these skills can be identified and assist the decision making procedure. Being able to identify the behaviours you are after, is the first step to ensuring you have the right candidate for the role and who will suit your organisation. There are also many training opportunities for managers to develop anti-bullying strategies to cover obligations, responsibilities and leadership skills.

Managers can be held liable for acts of unlawful discrimination, harassment or bullying even if they were not directly involved in the actual incident. Managers not only need to protect their employees, but also themselves against future lawsuits!

When line managers have the opportunity to deal with bullying issues at a workplace level, the social and psychological costs (to both the victim and organisation) are reduced. Not to mention the financial costs. The formal channels will always exist, supported by the Fair Work Commission, as well as legal processes.

With more effective and skilled line managers, staff making claims of bullying and harassment can be a very rarely used last resort.

What are you doing in your organisation to avoid workplace bullying?

 

"The last couple of years at batyr has seen incredible growth and the Balance at Work team has supported us along the way. They have helped us improve leadership skills across the team by helping us source and manage mentors, and even engaging as mentors themselves. As a young and fresh CEO Susan has also supported me personally with genuine feedback and fearless advice to achieve great things. "
By Sam Refshauge, CEO, batyr
"We used the Harrison Assessment tools followed by a debrief with Susan, for career development with staff, which then allowed us to work with Susan to create a customised 360 degree review process. Susan has a wealth of knowledge and is able to offer suggestions and solutions for our company. She is always ready to get involved and takes the time to show her clients the capability of Harrison Assessments. "
By Jessica Hill, Head of People and Culture, Choice
"Balance at Work are the ideal external partners for us as they completely get what we are trying achieve in the People and Culture space. Their flexibility and responsiveness to our needs has seen the entire 360 approach being a complete success. The online tool and the follow up coaching sessions have been game changers for our business. The buzz in the organisation is outstanding. Love it! Thanks again for being such a great support crew on this key project."
By Chris Bulmer, National GM Learning and Development, ISS Australia
"We use Harrison Assessments with our clients to support their recruitment processes. We especially value the comprehensive customisable features that allow us to ensure the best possible fit within a company, team and position. Balance at Work is always one phone call away. We appreciate their valuable input and their coaching solutions have also given great support to our clients."
By Benoit Ribe, HR Solutions Manager, Polyglot Group
"The leadership team at Insurance Advisernet engaged Susan from Balance at Work to run our leadership development survey and learning sessions. Susan was very professional in delivering the team and individual strengths and opportunities for growth. Susan's approach was very "non corporate" in style which was refreshing to see. I can't recommend Balance at Work more highly to lead, employee and team development sessions."
By Shaun Stanfield, Managing Director, Insurance Advisernet

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