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
"Mapping the New Landscape of Human Performance" 3
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
"Mapping the New Landscape of Human Performance" 4
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
"Mapping the New Landscape of Human Performance" 8
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
"Mapping the New Landscape of Human Performance" 9
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
"Mapping the New Landscape of Human Performance" 11
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" 12
©2006 Carl L. Harshman & Associates, Inc. -
Not for Use or Reproduction Without Permission
Co
mp
eten
cies
/Ch
arac
teri
stic
s/B
eha
vio
rs
Su
cc
es
sio
n P
lan
nin
g &
Ma
na
ge
me
nt
Exe
cuti
ve A
sses
smen
t P
roce
ss
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
Lead
ersh
ip C
hara
cter
istic
s an
d C
ompe
tenc
ies
Leadership Development Model
"Mapping the New Landscape of Human Performance" 13
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
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.
"Mapping the New Landscape of Human Performance" 19
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
"Mapping the New Landscape of Human Performance" 20
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.
"Mapping the New Landscape of Human Performance" 21
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 . . .”)
"Mapping the New Landscape of Human Performance" 22
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
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
"Mapping the New Landscape of Human Performance" 26
Traditional Hiring ModelAdvertise
Applicants
Sort Paper
Interview
Test?
References
Background
Offer/Hire
Building a Model of Excellence
"Mapping the New Landscape of Human Performance" 27
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
Building a Model of Excellence
"Mapping the New Landscape of Human Performance" 28
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%
"Mapping the New Landscape of Human Performance" 30
Model of Excellence Personal Report
Note: Can add “Developmental Questions for an interview.
"Mapping the New Landscape of Human Performance"
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)
"Mapping the New Landscape of Human Performance" 34