Inventory for Work Attitude & Motivation (iWAM) The Institute “Mapping the New Landscape of Human Performance” Improving Performance: iWAM Applications for Individuals, Teams, and Organizations Carl L. Harshman & Associates, Inc.

Content Coaching: Individuals & Pairs Managing Relationships & People Leadership Development Planning & Managing Change Team Development Selection: Model of Excellence "Mapping the New Landscape of Human Performance"

iWAM Applications Employment: Advertising & Screening iWAM Human Resource Applications Inventory for Work Attitude and Motivation Recruiting Selection Development Coaching Managing Succession Employee Engagement Employment: Advertising & Screening Individual & Team Development Coaching: Individuals & Pairs Managing Relationships & People Succession Planning "Mapping the New Landscape of Human Performance"

Coaching Knowing what to coach Knowing how to coach iWAM Coaching Report Resources iWAM Individual Report iWAM Paired Comparison – One Person iWAM Paired Comparison – Two People "Mapping the New Landscape of Human Performance"

Coaching the Individual "Mapping the New Landscape of Human Performance"

Coaching the Individual "Mapping the New Landscape of Human Performance"

Coaching: 1-Person Comparison Joe Joe "Mapping the New Landscape of Human Performance"

Coaching Tips Helps to have some benchmarks Process requires that the: Organization Culture Profile Role Effectiveness Profile (e.g. Model of Excellence) Process requires that the: Client understand motivational and attitudinal patterns Client see where and how these patterns impact performance When the client doesn’t agree with a pattern . . . Check for multiple “contexts” Check for level of satisfaction with current context "Mapping the New Landscape of Human Performance"

Managing Relationships Some difficulties arise because people are alike “Internal” decision-making patterns “Power” motivation (need to be in control) Some difficulties arise because people are different “Internal” versus “External” “Breadth” versus “Depth” “Work Alone” versus “Group” Orientation The Strategy Awareness Tools Commitment Action "Mapping the New Landscape of Human Performance"

Managing Relationships iWAM Paired Comparison Report Vice President Director Labeled as . . . “Irresponsible” “Insubordinate” Decision Making External Internal Goal/Problem High Problem High Goal Proactive/Reactive Low Proactive High Proactive Affiliation High Affiliation Low Affiliation Assertiveness Low High Time Very High Very Low "Mapping the New Landscape of Human Performance"

Managing People Coaching the Leader to Coach the People “Since we put the selection and hiring process in place, it has been interesting to compare the results we got from the assessment tools to the on-the job performance of the individuals we placed in the positions. I have found the results to be very accurate. In addition, the findings have helped me in the way that I relate to each of them, communicate ideas, and understand their methods of working.” Brenda Hendricks Manager of Customer Service Lincoln Industrial iWAM Tools for Managing: Management, Attitude Sorter, Communication Report Paired Comparison Team Report "Mapping the New Landscape of Human Performance"

Leadership Development The Model Leadership Model is the basis for intervention The Strategy Defining Characteristics, Competencies, and Behaviors Assessment for “Where You Are” Assessment as input to the Developmental Plan The Tools iWAM Management Report iWAM Preferred Profile iWAM Model of Excellence "Mapping the New Landscape of Human Performance"

Leadership Development Model Business Strategy Organization Culture â â â Leadership Characteristics and Competencies Executive Oversight and Guidance Performance Management System Leadership Development Plan and Strategy Education & Action Learning Program Reassess & Evaluate Progress and Potential Succession Planning & Management Executive Assessment Process      Competencies/Characteristics/Behaviors Coaching & Mentoring Systems Human Resources Systems and Support - ©2006 Carl L. Harshman & Associates, Inc. Not for Use or Reproduction Without Permission "Mapping the New Landscape of Human Performance"

Development - Examples Defining Patterns for High Performance Leadership Strategic Mapping based on Patterns (Culture of Top Team) Using iWAM data to coach on the creation of a Professional Development Plan Building on Strengths Using iWAM data as part of the annual review and update of the Professional Development Plan Check the “Clock” "Mapping the New Landscape of Human Performance"

Defining Leadership Patterns "Mapping the New Landscape of Human Performance"

Culture and Change - Organization Lifecycle Stable Prime Aristocracy Adolescence Early Bureaucracy (Witch Hunt) Strategy Go-go Leadership Culture Bureaucracy Infancy Courtship Death Provided by Carl L. Harshman & Associates, Inc. See http://www.adizes.com/corporate_lifecycle.html

Changing Organizations Culture Leadership Strategy Models Messages Functions Employees Leaders Communication Collaboration Empowerment © 2007 Carl L. Harshman & Associates, Inc.

Framing Change Where is the organization in the Life Cycle and where does it want to go? What are the primary patterns that support the present business model and culture? What are the patterns that will help drive the next phase of the business model and culture? How do we use motivational and attitudinal data and patterns to help drive the change process? Leadership and Team Development Communication Strategies Employee Engagement "Mapping the New Landscape of Human Performance"

Designing Change The Culture Analysis The Change Strategy: Design The Change Strategy: Communication Your Task: Identify, in the language of the iWAM scales, three most powerful motivational and attitudinal patterns in your present organization. "Mapping the New Landscape of Human Performance"

Culture Analysis This Organization versus Standard Group (US 2007) Pattern ALL average (Absolute) Relative Average Absolute Distance Relative Distance Significance Follow Procedures 48% 78% 12% 28% p < .01 Focus on Time 54% 11% Achievement 63% 24% 10% 26% Breadth 56% 31% 19% Depth Orientation 32% 71% 9% 21% Alternatives 62% 8% 22% Convinced Automatically 35% 15% Individual Motives 57% 30% 7% 20% "Mapping the New Landscape of Human Performance"

Change and Patterns Some motivational and attitudinal patterns will give you clues about the organization’s “audience” Decision-making (Internal / External) Goal / Problem Orientation Norms (Rules) Patterns Convincer Patterns (Channels and Processes) If change is stressful, then you can assume that the workforce will become more: Internal Reactive Problem Solving Oriented (Avoid Problems) Status Quo Oriented. "Mapping the New Landscape of Human Performance"

Designing Change Strategies Design change strategies to match the patterns of the workforce Team-oriented (Shared Responsibility) versus Work Alone (Independent) Proactive (Initiation) versus Reactive (Patient) High versus Low Affiliation Automatic versus Consistent Convincer Process Design change communication to match the patterns of the audience you are trying to influence Problem Orientation (Avoiding things going wrong) Status Quo Orientation (What will stay the same?) Internal (“Ultimately, it is your decision . . .”) "Mapping the New Landscape of Human Performance"

Team Development Introduces the Concept Team “introspection” and insights Understand and Manage Similarities and Differences Where the relationship works and doesn’t work How to be more effective Gives them a common “language” to discuss relationships Provides a basis for “Contracting” for the future [Can use it like you would the MBTI; but, it’s more powerful!] "Mapping the New Landscape of Human Performance"

Leadership Team - Example "Mapping the New Landscape of Human Performance"

Tools for Recruiting & Selection (How predictable are various methods Screening Tools Validity Motivational Patterns (iWAM Profile™). . . 45 – 65 % Emotional Competence . . . . . . . . . . . . . . . . . . . . 45 – 60 % Assessment Center . . . . . . . . . . . . . . . . . . . . . . . 45 – 60 % Structured Interview . . . . . . . . . . . . . . . . . . . . . . 35 – 45 % Structured Resume . . . . . . . . . . . . . . . . . . . . . . . . 20 – 45 % Personality Questionnaire (e.g. MBTI) . . . 20 – 35 % Background & Reference Check . . . . . . . . . . . . . 20 – 35 % Unstructured Resume . . . . . . . . . . . . . . . . . . . . . < 20 % Unstructured Interview . . . . . . . . . . . . . . . . . . . . < 20 % Van der Maesen de Sombreff, P, Het rendement van personeelsselectie (1992)

Building a Model of Excellence Traditional Hiring Model Advertise Applicants Sort Paper Interview Test? References Background Offer/Hire "Mapping the New Landscape of Human Performance"

Building a Model of Excellence Performance Ratings iWAM Assessment & Analysis Build an iWAM Reference Model Top iWAM Patterns X Power of Pattern = Model Score iWAM Patterns that make a difference Middle Lower High Performers 78 – 96 Mid-Range Performers 50 – 77 Low-Range Performers 49 or Less "Mapping the New Landscape of Human Performance"

Building a Model of Excellence High Performance Selection Model Advertise Applicants Option #1 Test Here Sort Paper Option #2 Test Here Interview Test? Option #3 Test Here References Background Offer/Hire "Mapping the New Landscape of Human Performance"

3 Ways to Build Models From a pool of existing employees on whom you have solid performance ratings. From a group of high performers (“Superstars”) who are exemplary of the kind of people you want in the role. New Position: From a logical analysis of the requirements of the role. Use a heterogeneous group and test the model if possible. "Mapping the New Landscape of Human Performance"

Predictive Power Correlation (r = ) -1 to + 1 .70 - .80  .7 r x r (r2) = .49  49% Over 35% considered very powerful. Results: Sales: Group 1: 49% Group 2: 76% "Mapping the New Landscape of Human Performance"

Team Report Used for Modeling "Mapping the New Landscape of Human Performance"

Model of Excellence Ranking Report

Model of Excellence Personal Report Note: Can add “Developmental Questions for an interview. "Mapping the New Landscape of Human Performance"

Model of Excellence Projects Sales Motivational & Attitudinal Patterns + Sales Behaviors Youth Leadership Patterns of High Performers (Significantly different than the patterns of their leaders) Attorneys 70 % of attorneys leave the first firm within 5 years Average cost of replacing an attorney: $250,000-400,000 (Leadership) (Motivational & Attitudinal Patterns + Leadership Behaviors) "Mapping the New Landscape of Human Performance"

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