Improving Performance: iWAM Applications for Individuals, Teams, and Organizations “Mapping the...

Improving Performance:iWAM Applications for

Individuals, Teams, and Organizations

“Mapping the New Landscape of Human Performance”

Content

"Mapping the New Landscape of Human Performance" 2

1. Coaching: Individuals & Pairs

2. Managing Relationships & People

3. Leadership Development

4. Planning & Managing Change

5. Team Development

6. Selection: Model of Excellence

iWAM Applications


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

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


Coaching the Individual


Coaching: 1-Person Comparison


Joe Joe

Coaching Tips

● Helps to have some benchmarks 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


Managing Relationships

Some difficulties arise because people are alike

o “Internal” decision-making patternso “Power” motivation (need to be in control)

Some difficulties arise because people are different

o “Internal” versus “External”o “Breadth” versus “Depth”o “Work Alone” versus “Group” Orientation

The Strategyo Awarenesso Toolso Commitmento Action


Managing Relationships

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" 10

iWAM Paired Comparison Report

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 HendricksManager of Customer Service

Lincoln Industrial

iWAM Tools for Managing:

1. Management, Attitude Sorter, Communication Report

2. Paired Comparison

3. Team Report


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


©2006 Carl L. Harshman & Associates, Inc. -

Not for Use or Reproduction Without Permission

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Human Resources Systems and Support

LeadershipDevelopment

Plan and Strategy

Coaching & Mentoring Systems

Performance Management System

âBusiness StrategyâOrganization Cultureâ

Education &Action

Learning Program

Reassess &Evaluate

Progress and Potential

Executive Oversight and Guidance

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Leadership Development Model


Development - Examples

Defining Patterns for High Performance Leadership

o Strategic Mapping based on Patterns (Culture of Top Team)

Using iWAM data to coach on the creation of a Professional Development Plan

o Building on Strengths

Using iWAM data as part of the annual review and update of the Professional Development Plan

o Check the “Clock”"Mapping the New Landscape of Human Performance" 14

Defining Leadership Patterns


Courtship

Infancy

Go-go

Adolescence

Prime

Stable

Aristocracy

Early Bureaucracy (Witch Hunt)

Bureaucracy

Death

See http://www.adizes.com/corporate_lifecycle.htmlProvided by Carl L. Harshman & Associates, Inc.

Culture and Change - Organization Lifecycle

CultureLeadership

Strategy

Changing Organizations

Culture

Leadership

Strategy

Models

Mes

sage

s 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?

o Leadership and Team Developmento Communication Strategieso Employee Engagement"Mapping the New Landscape of Human Performance" 18

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.


Culture Analysis This Organization versus Standard Group (US 2007)

Pattern ALL average

(Absolute)Relative Average

AbsoluteDistance

Relative Distance

Significance

Follow Procedures 48% 78% 12% 28% p < .01

Focus on Time 54% 78% 11% 28% p < .01

Achievement 63% 24% 10% 26% p < .01

Breadth 56% 31% 10% 19% p < .01

Depth Orientation 32% 71% 9% 21% p < .01

Alternatives 62% 28% 8% 22% p < .01

Convinced Automatically 35% 35% 8% 15% p < .01

Individual Motives 57% 30% 7% 20% p < .01


Change and Patterns

Some motivational and attitudinal patterns will give you clues about the organization’s “audience”

o Decision-making (Internal / External)o Goal / Problem Orientationo Norms (Rules) Patternso Convincer Patterns (Channels and

Processes) If change is stressful, then you can

assume that the workforce will become more:

o Internalo Reactiveo Problem Solving Oriented (Avoid Problems)o Status Quo Oriented.


Designing Change Strategies

Design change strategies to match the patterns of the workforce

o Team-oriented (Shared Responsibility) versusWork Alone (Independent)

o Proactive (Initiation) versus Reactive (Patient)o High versus Low Affiliationo Automatic versus Consistent Convincer

Process

Design change communication to match the patterns of the audience you are trying to influence

o Problem Orientation (Avoiding things going wrong)

o Status Quo Orientation (What will stay the same?)

o Internal (“Ultimately, it is your decision . . .”)


Team Development

Introduces the Concept

Team “introspection” and insights

Understand and Manage Similarities and Differences

o Where the relationship works and doesn’t worko 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" 23

Leadership Team - Example


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 ModelAdvertise

Applicants

Sort Paper

Interview

Test?

References

Background

Offer/Hire



Top

PerformanceRatings

Middle

Lower

iWAM Assessment& Analysis

iWAMPatterns

that make a

difference

Build an iWAM Reference Model

iWAM PatternsX

Power of Pattern =

Model Score

High Performers 78 – 96

Mid-Range Performers 50 – 77

Low-Range Performers 49 or Less



High Performance Selection ModelAdvertise

Applicants

Sort Paper

Interview

Test?

References

Background

Offer/Hire

Option #1Test Here

Option #2Test Here

Option #3Test Here

3 Ways to Build Models

1. From a pool of existing employees on whom you have solid performance ratings.

2. From a group of high performers (“Superstars”) who are exemplary of the kind of people you want in the role.

3. 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%


Team Report Used for Modeling


Model of Excellence Ranking Report

Model of Excellence Personal Report

Note: Can add “Developmental Questions for an interview.


Model of Excellence Projects

SalesMotivational & Attitudinal Patterns + Sales

Behaviors

Youth LeadershipPatterns of High Performers(Significantly different than the patterns of their

leaders)

Attorneys70 % of attorneys leave the first firm within 5

yearsAverage cost of replacing an attorney: $250,000-

400,000

(Leadership)

(Motivational & Attitudinal Patterns + Leadership Behaviors)


Thanks for Joining Us!


I’m outta’ here!


Improving Performance: iWAM Applications for Individuals, Teams, and Organizations “Mapping the...

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