Tag Archives: talent

BALANCE AT WORK BLOG

Is the Harrison Assessment like MBTI?

career help

This is a common question from people who are familiar with the Myers-Briggs Type Indicator (MBTI) test.  Both systems look at an individual’s preferences or tendencies, however there are some fundamental differences between them.  Dr Dan Harrison provided his insights into the two tools.

The major difference is that MBTI was designed to be used as a personality assessment tool only, while Harrison Assessments (HA) is a job suitability tool based on the work context.  HA measures work preferences, motivations, values, work environment preferences and interests, in addition to personality.

  • In MBTI, respondents are type-cast into one of the 16 types, based on 4 dichotomies. HA does not type cast because in doing so, it would seriously limit its usefulness for recruitment and employee/career development.
  • MBTI was not developed for the work environment and consequently the questions are not fully designed to be work focused. The HA questions are work focused.
  • MBTI analyses norms based on different populations. HA analyses individual traits in relationship to performance for a wide variety of different job functions. Each role or career is benchmarked against employees in relevant roles to find the traits that contribute to job satisfaction and high performance as well as potential derailers.
  • MBTI uses bi-polar scales which assume an either/or relationship between traits. HA uses Paradox technology which allows for the person to be either, neither or both. The Paradox scales provide a deep insight into behavioural competencies as well as stress behaviours and even unconscious tendencies.
  • MBTI scales provide a surface view of personality. The paradox technology clearly measures negative tendencies whereas MTBI isn’t designed to do so. Because of the use of the bi-polar scale any conclusion regarding negative tendencies is more tentative.

MBTI is best used for team facilitation

The manufacturers state that the score on the MBTI does NOT relate to job success. Therefore, it has limited usefulness for career planning  or recruitment applications.

Human beings can be quite complicated as different factors interplay to drive their behaviour in different situations. The Harrison Assessment looks at 175 traits and examines the paradoxes in the tendencies. Its comprehensiveness facilitates awareness and development as one can zoom into a specific trait and context.

The HA reports enable you to increase effectiveness in career coaching, hiring and developing performance. They do not require a psychologist to interpret and anyone can easily learn to use the reports.

If you’re an experienced MBTI user and would like to explore further what makes Harrison Assessments so different, you can find out more here and here!

This is an update of a post that first appeared on this blog on18 May 2010

BALANCE AT WORK BLOG

Brainstorming for one

Brainstorming is probably my favourite way of getting out of a rut and generating new ideas. It’s a key tool for leadership development in any setting.

But what do you do if you’re stuck on something and calling a meeting is neither appropriate or convenient?

One answer is to write exhaustive lists using brainstorming rules – suspend judgement and focus on quantity. ‘Brainstorming for one’, I call it.

What follows is an example of how you could use this technique to crack a common problem.

When we need to hire, we often get stuck on defining what we want in a new hire. Often, we play safe by sticking to what we’ve done in the past even when the business has changed over time.

The new way

1. Start writing lists including –

        • Everything the person will have to do to do this job well now
        • Everything they need to know before they start
        • Everything you want them to be while they work for you
        • Everything you are going to measure to assess their performance
        • All the ways this job will appeal to the right person

2. Keep adding to the lists (without judging or editing) until you can’t think of anything more

3. Keep your lists going for at least 24 hours. Your subconscious mind will generate further ideas while you’re doing other things, even sleeping!

4. When the ideas stop flowing, it’s finally time to edit:

  • Get rid of anything that’s unrealistic, such as ‘will bring me coffee without being asked’
  • Look for patterns. Items that appear several times on your lists must be important to you

5. Combine your lists to define both the role you are filling (your job description) and the person you want to fill it – which in turn gives you your recruitment method, ad wording and selection process.

What do you think?  Could this work for you?

I’d love to hear your experiences of using ‘brainstorming for one’.

BALANCE AT WORK BLOG

Using Harrison Assessments to develop staff

workplace training

In our experience, a well-planned combination of tools and activities gives the best outcomes when coaching and training employees.

Here’s an example where Harrison Assessments was used as part of an integrated approach to staff development.

How could you use an integrated approach to staff development in your organisation?

BALANCE AT WORK BLOG

Recruitment cost calculator for small business

hiring

Do you know how much it costs you to fill a vacant role?

Use the steps below to help you calculate the hiring costs for your business.

We hope you find the following guide useful – and if you do, please share it!

Identify your direct costs

The direct costs of replacing a departing employee include:

  • Expenses of advertising the vacancy
  • Fees paid to recruitment agencies
  • Fees paid to consultants for conducting tests, checking references, pre-employment medicals, etc
  • Termination payout amounts, including pro rata long service leave and pay in lieu of notice

Add your indirect costs

The indirect costs are often less obvious and contribute a substantial proportion of the overall expense.  Indirect costs include:

1.       Loss of productivity for other employees filling in for vacant position

Where other employees perform part of the vacant job as well as their own jobs, estimate one-third of each employee’s total daily remuneration, multiplied by the number of days they continue to fill in.

2.       In-house costs of hiring

This includes the hourly rate of each employee involved in the process, multiplied by the number of hours they spend on tasks such as:

  • Drafting position descriptions and advertisements
  • Liaising with advertisement placement and recruitment agencies
  • Fielding enquiries from prospective candidates
  • Reading resumes
  • Screening applications and advising candidates
  • Making appointments for interviews
  • Carrying out interviews and debriefing
  • Verifying qualifications, checking references, conducting pre-employment assessments, etc

 3.       Induction and training

Multiply the hourly rate for each employee involved, by the time spent on training and induction of the new recruit.  Also include the cost of training and induction facilities.

4.       Termination administration

Again, it is possible to calculate the cost based on the hourly rate of the relevant staff members.  This may include:

  • Pay officer time to process termination pay,
  • Exit interviewer time,
  • Employee and line manager time to finish paperwork, return and check employer’s property (such as security tags, vehicles, tools, uniforms, sales resources, etc) and
  • Administration time, for example, on cancelling computer access.

5.       Loss of productivity in early stages of employment

New employees normally take some time before they become sufficiently familiar with their jobs to achieve 100% productivity.  One suggestion is to use an estimate of 50% productivity until the required standard is reached.

Estimate the number of days required to reach 100% productivity and multiply this by 50% of the employee’s daily total remuneration rate. Some estimates will be quantifiable, such as changes in sales income, but many will not.

6.       Loss of productivity in final stages of employment

The productivity of many employees falls while they are serving out their notice period. For example, many are preoccupied with making new arrangements relating to a new job.  Others may want to take unused sick leave or other days off they feel are owed to them.

There will also be time used for exit interviews, client hand over and farewell parties.  You might attempt to estimate percentage loss of productivity based on your observations of past employees who resigned, and multiply the percentage by the employee’s daily total remuneration rate and number of days after resignation.  Again, some estimates will be quantifiable but many will not.

Summary of employee turnover costs

When all the quantifiable expenses are calculated, the total cost of turnover for one employee is as follows:

Total direct costs

+ Loss of productivity for other employees filling in for vacant position

+ In-house hiring costs

+ Termination administrative costs

+ Induction and training costs

+ Loss of productivity in early stages of employment

+ Loss of productivity in final stages of employment

LESS Unpaid remuneration while the job is vacant.

Would you like to reduce your hiring costs?

In association with Peter Dawson of The Dawson Partnership, we have prepared an e-book to help you hire efficiently and effectively. Click here for your copy of Successful Recruitment: Transforming your business through best practice.

As always, please share your comments and queries below…

BALANCE AT WORK BLOG

“Every Saturday I was a crocodile and on Tuesdays, a clown”

When a client – now working in HR – told me this recently, I was both amused and impressed!

Painter and decorator, accounts clerk, children’s entertainer, office manager, hairdresser, executive assistant…

Could you predict what job title would come next? Would you hire this person to look after the HR needs of your company?

Experienced recruiters will see the potential for success in this work history, including:

  • Flexibility
  • Attention to detail
  • People-orientation
  • Continuous learning
  • Ability to communicate with a wide range of people

Congratulations to all those managers who are willing to look beyond the job titles and appreciate the pattern of preferences that make a career.

If you’ve benefited from someone using their imagination in hiring, please let us know below.

You are not your resume, you are your work. – Seth Godin

 

BALANCE AT WORK BLOG

Not everyone wants to learn, you know…

Have you ever tried training someone and felt like you were getting nowhere?

This was one of my early HR lessons: We can’t assume everyone wants to learn and develop their skills.

In some workplaces and some roles, you will find people who just want to get on with the job they were employed to do. They may even see training as an added imposition from the employer, rather than an opportunity to grow their skill set.

Sometimes, they will be learning in another area of life, perhaps a hobby, that is more fulfilling to them. Work is just the means to earn the money to fund what really matters. For them, work is not a way to grow. Work provides for their basic needs so they can grow in other areas.

If you value life-long learning it can be a challenge to see this perspective. Even more challenging if you are the manager of someone with this attitude – especially if you’ve hired a person for their cultural fit, confident that through training they will acquire the skills they need.

How does it happen?

Part of the difficulty is that this lack of motivation to learn is not always apparent or articulated. Imagine the salesperson who is not meeting budget but continues to believe they are doing all they can to bring in the business. When their manager suggests making changes, the salesperson pushes back, blaming the market, lack of support and other causes rather than reflecting on what they could learn that would improve their performance.

The salesperson above is likely to be quite self-accepting, feeling good about themselves. This is how we want a salesperson to be. On the other hand, the self-acceptance needs to be balanced with a recognition that they can still improve but developing further. If the desire to become better at what they do is absent, the result is a tendency to respond defensively to constructive feedback.

Have you tried to manage someone like this? 

Would it be useful for you to know why they act in this way?

We can help you find out – even before you hire someone – and prevent the frustration you feel. Contact us for more information.

 

BALANCE AT WORK BLOG

Writing an effective job advertisement

The development of a job advertisement is a crucial part of the recruitment and selection process to enhance the employer’s capability to attract the right pool of applicants for their role.  

This extends to where you advertise and under which category you post the advertisement.  This article will step you through writing your advertisement and will provide you with some sample wording in key areas.

Recruitment Strategy

The first decision you need to make is where you advertise.     Factors will include the:

  •  Seniority of the role
  • Type of role – example IT role or HR role
  •  Location of the business
  •  Employment category – full time or part time (there are now web sites for part time jobs, job share).
  • Advertising budget
  • Time frame to fill the role
  • Main components of the role – this will determine the category and sub categories.

Requirements of an effective advertisement:

The advertisement should:

  • Attract attention from a sufficient number of potential candidates
  • Provide an honest picture of your company
  • Display the image of your company
  • Create an impression of credibility
  • Contain accurate information
  • Provide information for follow up by the perspective candidates – example contact details, your web site.
  • Closing date – this is a personal choice however I always prefer to have a closing date.
  • Salary range – again this is a company decision.  Some companies have a policy that they will not advertise the actual range.  Others simply select the range in the tools for searches by candidates who can select jobs within their range.

Content and Layout of your advertisement:

Write your advertisement in the following flow of information:

Headings –  job title and a few key bullet points to attract candidates’ attention; such as:

Administration Manager

  •  Fabulous Leichhardt location, close to coffee shops, delis etc.
  • Varied role managing a small team
  • Flexible Work Arrangements possible

The Company – a brief description of your business

Limit to one paragraph, enough for the prospective applicant to know what your main purpose is.

The Job – describe what the job entails – this is critical.  You do not want the whole job but avoid vague descriptions, be specific.  Use wording such as:

  • Manage a team of two – an accounts clerk and receptionist
  • Process a weekly payroll of 20

Person SpecificationWhat knowledge, experience, skills and personal attributes must candidates possess – be specific and avoid vague descriptions.  Be careful not to stipulate criteria that you do not need for the role which may be a concern in discrimination issues.

Don’t use               –                               Good computer skills (you wouldn’t want bad!)

Use phrases such as            –               Must be able to demonstrate advanced skills in Excel

Package informationinsert information about package, benefits etc.

Closing information –  closing date for your advertisement, contact details.

Equal Employment Opportunity:

 Due care is required to avoid discrimination against potential candidates.  For example avoid wording such as:

  • 3 years experience  –  use “candidates must be able to demonstrate …” or “candidates must have a demonstrated track record in …”
  • Office Junior – can become Office Assistant
  • Foreman – can convert to Supervisor

For more information on equal employment opportunity in advertising or elaboration on any other aspect of this article please do not hesitate to contact Victoria Sciacca on 0408 602 240 or info@hrcsolutions.com.au or visit hrcsolutions.com.au

BALANCE AT WORK BLOG

The five step skills shortage strategy

One of the constants in running a business is the challenge of attracting and retaining high quality staff.

We have seen businesses opting to improve productivity among existing staff and control their recruitment budgets since the GFC hit Australia.  At the same time, unemployment is staying low and the number of jobs advertised is slowly rising. 

A recent report by Hudson found that around 44% of employers still find it hard to source candidates with appropriate skills.  The war for talent continues!

Add to this the estimated cost of losing an employee at 70-150% of their salary and you can see why it’s vital to get the right person the first time.

What can you do to win in a talent war?

 

1.  Upskill existing staff.

Or hire for attitude and train for skill.

2.  Only use advertising that attracts the best people.

Include role and salary details, company name and location, benefits (including training).  Tell what it’s like to work for your company and why they should want to work for you.

3.  Follow a transparent and structured process. 

Candidates will recognise your level of honesty, fairness, consistency and flexibility in the recruitment process.  Delivering in these areas will help you stand out from your competitors for limited talent.

4.  Use a variety of sources of information. 

Combine different ways of assessing candidates to ensure you get all the information you need to make your decision.  Take the time to introduce them to the team or involve a peer in the interview process to confirm cultural fit.

5.  Get help. 

Unless this is something you do every day consider getting help form a recruitment consultant who knows your industry.  A good consultant can quickly identify ways to inprove your skills shortage strategy.

BALANCE AT WORK BLOG

Turn your ‘better than nothing’ into ‘really something’

A comment by a client yesterday started me thinking about our willingness to settle for less than ideal when we could be seeking the best. 

With a little extra effort when recruiting staff, your business results can be ‘really something’ rather than ‘better than nothing’. 

First, some research on recruitment in small to medium enterprises…

The SME Boardroom White Paper released last week showed that the primary method for recruitment, used by 71.9% of SMEs, is to advertise the position themselves. Other sources of new recruits are business and personal referrals (57.8%) and staff referrals (40.6%).  What’s your method of choice?

Also contained in the White Paper is information about what SMEs look for when recruiting.  The main thing is attitude (78% of respondents).  Cultural fit (39.1%) and technical skills (34.4%) are also important. The survey didn’t ask how SMEs assess these requirements.

If you advertise directly and recruit for attitude, you will need a process that is efficient and effective.  Here’s a short summary of the steps you’ll need to take before you can make an offer to the new recruit you’re looking for:

  1. Define the role – job description, including talks and responsibilities
  2. Define the technical requirements – skills, qualifications, experience
  3. Define the ideal personal attributes –  attitudes, values, work preferences, cultural fit
  4. Advertise appropriately to attract good candidates
  5. Receive applications, read all cover letters and resumes
  6. Screen applications to determine technical requirements are met
  7. Create a shortlist
  8. Conduct behavioural interviews – consistent, relevant questions
  9. Assess job fit and cultural fit
  10. Reference checks, other pre-employment checks

All the same steps should apply, except for advertising, when your candidates come from referrals. 

Are you going through all the steps? 

If you would like a copy of our detailed Recruitment Plan, just let us know.  We are here to help you find and keep your dream team.

And remember, as Jim Collins said in Good to Great (2001), “When in doubt, don’t hire – keep looking”.

BALANCE AT WORK BLOG

Overcoming deception

We are often asked by recruitment consultants and employers if it is easy to ‘cheat’ on the Harrison Assessment. The short answer is “no”!  The following article, from Dr Dan Harrison’s ‘Best Practices in Talent Assessment’, explains why HA is different.

One of the biggest challenges of any behavioural assessment is to determine how truthfully the person has answered the questions. How can an assessment determine if the person has given truthful answers?

There are several important interconnected ways to overcome the problem of untruthful answers.

1. Forced ranking

Many personality assessments attempt to determine this by offering to answer seemingly opposite options along with an additional answer option called “in between.” If there are too many answers of “in between,” the results are considered invalid. While this may provide a slight indication of answer reliability, it is an extremely weak method. In many cases the most truthful answer may in fact be “in between.” Therefore, this method is not reliable.

It is best to provide answer options that need to be ranked rather than rated or scored. Forced ranking requires the person to designate their priorities.

2. Cross-referencing

HA uses computer cross-referencing to reduce the time required to complete the assessment. HA uses the same cross-referencing to determine if the person’s answers are consistent with themselves. If a person answers untruthfully when ranking a large number of statements, it is extremely difficult to maintain a high level of consistency. Even if the person were to remember all the rankings exactly, it would still be difficult to meet or exceed the consistency requirement.

Each statement appears two times and each time it appears it is ranked against other statements that are completely different. To maintain consistency, the person would have to mentally perform thousands of cross-references. If the answers are more than 10% inconsistent, HA considers that either the person has not paid sufficient attention to the answers or has deliberately attempted to deceive the assessment. In either case, the results are not considered valid.

3. Positive options only

Harrison Assessments has further mechanisms that prevent and detect deception. The questionnaire only includes statements relating to positive behaviours. Therefore, all of the statements are generally perceived as desirable. In addition, even if the person attempts to give the desirable answer, their own behaviour patterns dictate which answers they consider desirable. For example, if a person tends to be very frank and direct, they will consider this tendency to be their virtue as well as a desirable answer.

4. Paradox

The HA system includes a further layer of lie detection by analysing the paradoxical relationships between the behavioural tendencies. Through such analysis, negative behaviour patterns can be determined without asking any negative questions and without the person having the slightest awareness that they have revealed their negative behaviour. If the person attempts to deceive the assessment, the negative behavioural patterns will become more exaggerated making them appear as poor candidates.

Would you like to experience the assessment for yourself?  Please click here or call us to request a free trial.

BALANCE AT WORK BLOG

Five reasons interviews often miss their mark

Research shows that if you use an interview as your main decider, you have only a 14% chance that the person you choose will perform well in the role!  Today’s article by Dr Dan Harrison explores why.  

Given that we continue to use interviews, it’s in our interests to make them as effective as possible.  Our webinar TOMORROW will show you how!  Book your place today: https://www1.gotomeeting.com/register/917745616  

Why are interviews so poor at predicting job success?   

In the past, interviews have been used as the primary means assess attitude, motivation, and job behaviour. However, even if interviewers are extremely intuitive, there are many reasons why accurately assessing job behaviour with a normal interview process is nearly impossible.

1. The interviewee aims to tell the interviewer what he/she thinks will be viewed as the best response. The interviewer aims to determine how much of what the person is saying reflects genuine attitudes and behaviour and how much is related to just trying to get the job. This in itself is extremely difficult to resolve in the short period of the interview.

2. Interviewers are biased. Research clearly shows that interviewers routinely give favorable responses to people who are similar to themselves, and less favorable responses to people who are different from themselves. In the end, the result is very likely to come down to how well the interviewer likes the candidate rather than how well the candidate fits the behavioural requirements of the job.

3. Some people are skillful at being interviewed. However, being skillful at an interview usually does not relate to job success and therefore it often confuses the interviewer into thinking that such skillfulness will relate to job success.

4. Interviewers do not have access to a real behavioural success formula. There are dozens of behavioural factors that either promote success or inhibit success for any one job. Interviewers rarely have access to a job formula that identifies the behavioural success factors, weights the success factors against each other. And formulates how different levels of these success factors impact job performance

5. Even if the interviewer has access to such a formula, the interviewer would need to accurately assess specific levels of each applicant’s behaviour for each of the job success factors.

Many interviewers claim insights into the personality of applicants and certainly some interviewers are quite perceptive. However, predicting job success is an entirely different matter. It is not sufficient to perceive a particular quality of a person. Rather, the interviewer must be able to accurately assess the magnitude of each of dozens of qualities in relationship to a complex formula of behavioural requirements for a particular job. This is nearly an impossible task without the aid of significant research and tools.

Assessment research shows that interviewing has a moderate ability to predict job success. However, this doesn’t mean that interviewers can predict job behaviour. The moderate ability to predict job success comes as a result of exploring the candidate’s resume, previous experience, education, and job knowledge rather than the interviewer’s ability to predict job behaviour.

BALANCE AT WORK BLOG

Banking on your reputation

If your chances of being hired or promoted – or winning a new client – depended 20% on your qualifications and 80% on your reputation, would you need to change your behaviour?

I’m sure for most readers, the answer is ‘no’ because you are already aware of how important your reputation is to your success.

In this post we’re going to look at some of the things, beyond honesty, that contribute to a good reputation.  If you’d like to know more about how to get more insights into a person’s reputation, read this post.

These are our top five factors contributing to a high personal approval rating:

1.  Valuing others for the relationships you have with them, not just for what you think they can do for you.

2.  Positive interactions and communication with peers, managers, suppliers, clients and competitors. 

3.  Congruence or acting in ways that are consistent with your values and the values of your organisation.  This is ‘walking the talk’.

4.  Delivery – doing what you said you’d do, even if it will cost you.  Corollary:  Don’t promise what you can’t deliver.

5.  Consistency in how you act in the full range of situations you encouner in life and business.  People like to extrapolate from how they’ve seen you behave in one instance to how you will approach other situations and if you’re not consistent you’ll cause confusion, which can be damaging for you.

As an employee, consultant or adviser, be aware of how all these factors contribute to your reputation and the reputation of your organisation.

As a manager, you could use these five factors as a checklist when assessing candidates for employment or promotion, as you go through your interviews, reference checking and staff development processes.  Lack of clarity on any one of these factors is a signal that you may need to do some more research before making your decision.

Remember “You can’t build your reputation on what you’re going to do.”  (Henry Ford)