Our projects begin with a clear focus on identifying and understanding the outcomes you want to achieve together with the issues and gaps that exist at both a strategic and operational level.
It’s here we use our insight tools and diagnostic techniques. They help us build a picture of your organisation and the people within in. From there we develop action plans to move you forward, achieve your outcomes and improve the performance of your business.
We use a range of insight tools and techniques including:
Companies where the staff are fully engaged with the culture outperform the competition by 20%, so having the ability to measure, define and improve culture has never been so important.
BQi gives a company a measure of their disposition towards the 9 key characteristics of culture that drive organisational performance, giving companies the information and knowledge they need to understand and navigate the complexities of their culture.
It also provides them with a clear map of the skills and competencies needed within the business to capitalise on the positive characteristics and deal with the dysfunctions.
The SHL Occupational Personality Questionnaire (OPQ) is the most widely used measure of behavioural style in the world. The OPQ is designed to provide businesses with information on the aspects of an individual’s behavioural style that will impact on their performance at work.
The OPQ32 is the latest and most comprehensive version of the OPQ and provides detailed information on 32 specific personality characteristics which underpin performance on key job competencies critical for graduates, managers and experienced professionals. The OPQ32 helps thousands of organisations to deliver the following results:
- Identification of ‘best fit’ applicants against job competencies
- Improvement in interview hit rates
- Identification of future leaders
- Re-deployment of talent across the business
- Evaluations of the talent pool following a merger/acquisition/restructure
- Creation of a project team
- Management of the transformation of a technical specialist to an effective people manager.
Reuven Bar-On EQI 2.0
Emotional intelligence is an important factor in determining people’s ability to succeed in life; it directly influences their general psychological well-being and has been proven to influence an individual’s ability to be successful in work.
Simply put, emotional intelligence gives a snapshot of someone’s well-being at the time they complete the assessment. One of the great aspects of emotional intelligence is that, unlike personality traits that are fairly steady over time, humans are able to develop their emotional intelligence, so the report can be seen as a window into one’s self and an excellent opportunity to use a structured approach to career development.
The evolution of the EQi began in 1980 and was developed over 14 or so years. Previous attempts by psychologists to define intelligence was dominated by IQ, the measurement of which attempts to tap into cognitive capacity and functioning. Now the concept of intelligence has been developed to include emotional intelligence as outlined above and the EQi is the tool we currently use to assess EQ or emotional intelligence. The EQi can be said to reflect a person’s overall ‘common sense’. In the corporate world, the EQi is often used in recruitment, screening, employee development and leadership programs.
Reuven Bar-On EQ 360
The EQ360 is a multi-rater version of the EQi. So, while the Reuven Bar-On EQi identifies the level of a person’s emotional and social functioning based on his or her responses, the EQ360 assessment explores the situation further by having those who work closely with the person provide information as well, which can provide a more complete (‘360-degree’) profile.
The EQ360 is ideal for use in developing effective communication between individuals, teams, and the entire organisation and is nowadays often seen as being crucial to success as it identifies key strengths as well as barriers to performance that could be improved.
Hogan Motives, Values and Preferences Inventory (MVPI)
Successful companies often relate to their culture as a primary reason for their success. When we examine an organisation’s culture, we find that it reflects the values of its leaders and members.
The Hogan MVPI identifies a person’s core values – what people want rather than what they may do in certain situations – and so can be used to promote the understanding needed to deal with, advise, motivate or manage people more effectively.
It provides an objective profile of the individual across a number of pre-dispositions that motivate a person’s choices and decisions. It explains why they direct their energies in the way that they do and why they are able or willing to cope with the various situations in which they may find themselves.
Because the MVPI profile is concerned with a person’s ‘fit’ with a job, team or organisation, and the capacity to operate at these different levels within the organisation, it enables people to gain insight into the driving forces ‘within’ them that naturally engage or create satisfaction, so job roles and work environments that align to these drivers are likely to generate natural success.
Hogan Personality Inventory (HPI)
The Hogan Personality Inventory is a contemporary measure of normal personality that measures how people behave when they are at their best. It can be used to predict job performance and was one of the first personality questionnaires developed specifically for business and commercial application. The HPI is used extensively by leading organisations and consultancies globally, for selection, development and integration into corporate talent and people management initiatives and strategy. The questionnaire identifies the individuals most likely to be effective in any role, and the roles in which individuals are likely to be most effective and it can be used in the selection, development and retention of key employees.
Hogan Development Survey (HDS)
The HDS has 11 scales that measure how people behave when they are stressed or under pressure. It is the only business-related inventory that measures dysfunctional tendencies and the 11 scales can be used to highlight behavioural tendencies that can be barriers to career success. These ‘dark side’ tendencies erode trust, loyalty and enthusiasm and are of particular concern in relation to supervisory, managerial and leadership roles. The HDS measures the interpersonal styles that become exaggerated under pressure and are difficult to detect in interviews. It can also be used in the selection, development and retention of key employees as well as a coaching tool and for advanced team development.
The MBTI instrument is the best known and most trusted personality assessment tool in the world. Far more than just personality tests, MBTI Step I and Step II provide a constructive, flexible framework that can be applied to create solutions across all areas of human interaction and personal development.
In a business context, MBTI can help deepen self-awareness, assist people to find a career suited to them, help them become a better leader/manager or improve relationships.
The MBTI profile reveals how an individual sees and interacts with the world, giving insight into their motivation and the motivation of others. This provides a strong foundation for personal growth and development, underpinning enhanced personal effectiveness.
There are two levels of MBTI profiles we commonly use:
- MBTI Step I identifies an individual’s personality type, made up of four basic preferences, and provides a positive framework to explain how we interact with the world and one another.
- MBTI Step II drills down into the detail of the Step I preferences, providing insight into the unique way in which an individual expresses their personality type.
Thomas Kilman Inventory (TKI)
The TKI questionnaire identifies five distinct conflict styles and provides people with conflict-management solutions. By helping individuals understand their default approach in conflict, it encourages the exploration of alternative ways to handle different situations.
The TKI measures preferences for five different styles of handling conflict, called conflict modes: Competing, Collaborating, Compromising, Accommodating and Avoiding.
The five modes are described along two dimensions: Assertiveness, or the extent to which a person tries to satisfy their own concerns, and Cooperativeness, or the extent to which they try to satisfy the concerns of another person:
- Competing – assertive and not cooperative
- Collaborating – assertive and cooperative
- Compromising – in the middle on both dimensions
- Accommodating – cooperative and not assertive
- Avoiding – neither assertive nor cooperative.
Each of us is capable of using all five conflict-handling modes but none of us can be characterised as having a single style of dealing with conflict; certain people use some modes better than others and, therefore, tend to rely on those modes more heavily than others, through either temperament or practice.
The TKI is designed to measure this mix of conflict-handling modes and therefore can be used as a way to learn how to identify and bridge differences, encourage harmony and similarities and create catalytic changes for individuals and organisations.
The SDI® is an emotional intelligence-based tool that many of our clients ask for. Those who have utilised it have found the results to be of huge value in their businesses. The SDI® is completed by answering specific questions surrounding two key areas:
- When things are going well and you feel good about yourself
- When things are going wrong and you are in conflict with others.
Understanding your own Motivational Value System in turn helps you appreciate why other people do what they do and this ‘enlightenment’ has an immediate impact on your relationships – both personal and professional. The benefits of using SDI® for business are numerous and include development of:
- Communication skills
- Team building
- Managing conflict
- Negotiation skills
- Staff management and motivation.
While behaviour will often be flexible depending on the circumstances (giving us the opportunity to learn and develop more effective choices of behaviour for the future), a person’s underlying motivation remains constant and is therefore a more reliable reference to work with.
In business, some teams just seem to work while others struggle to perform. When this happens, it is obvious to all and it often has a profound effect on the people involved as well as the project or objective to be achieved.
In the 1970s, Dr Meredith Belbin and his research team observed teams with a view to finding out where and how such differences come about. They wanted to control the dynamics of teams to discover if – and how – problems could be pre-empted and avoided. Their research revealed that the difference between success and failure for a team was not dependent on factors such as intellect but more on behaviour.
The research team identified separate clusters of behavior – each of which formed distinct team contributions or ‘Team Roles’. It was found that different individuals displayed different Team Roles to varying degrees, but each of these behaviours was essential in getting the team successfully from start to finish.
In a nutshell, Team Role reports can be used to show clusters of behaviour that are needed in the workplace. The Team Roles that Dr Belbin set out are used widely in business all over the world today, identifying people’s behavioural strengths and weaknesses in the workplace.
This information can be used to:
- Build productive working relationships
- Select and develop high-performing teams
- Raise self-awareness and personal effectiveness
- Build mutual trust and understanding
- Aid recruitment processes.
By identifying our Team Roles, we can ensure that we use our strengths to advantage and that we manage our weaknesses as best we can.