1. 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.

2. 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"

3. 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"

4. 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"

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

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

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

8. 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"

9. 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"

10. 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"

11. 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"

12. 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"

13. 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"

14. 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"

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

16. 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

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

18. 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"

19. 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"

20. 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"

21. 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"

22. 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"

23. 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"

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

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

26. 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"

27. 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"

28. 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"

29. 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"

30. Predictive Power
Correlation (r = ) -1 to  .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"

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

32. Model of Excellence Ranking Report

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

34. 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
(Leadership)
(Motivational & Attitudinal Patterns + Leadership Behaviors)
"Mapping the New Landscape of Human Performance"

35. Thanks for Joining Us!
"Mapping the New Landscape of Human Performance"

36. I’m outta’ here!
"Mapping the New Landscape of Human Performance"