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Harrison Assessments

Harrison Assessments™

Coaching For Change is in partnership with Harrison Assessments™.

 

In today’s competitive workplaces, where there is a strong demand for people with high-end skills and a positive culture fit, the ability to recruit and retain excellent people is perhaps more than ever the key factor in an organisation’s success.

 

In our work with both individual and corporate clients, Coaching For Change makes extensive use of the unique Harrison Assessment™, a highly-regarded analytic tool developed in the United States and used in 25 countries world wide.

 

Harrison Assessments™ is a people analytics tool for measuring role and culture fit for individuals, teams and whole-of-organisation. Harrison Assessments™ are based on the Enjoyment Preference Theory, meaning that the things we enjoy doing we tend to repeat, giving rise to likely improvement and positive feedback. This in turn encourages us to repeat the action. This cycle of enjoyment, repetition, improvement and positive feedback continues, thereby increasing enjoyment and competence.  Conversely, however, we tend either to ignore or procrastinate over tasks we don’t like. The less we undertake these tasks, the less likely we are to improve and the feedback (internally and/or externally driven) can be negative, discouraging us from repeating the task and hindering significant improvement.

 

Harrison reports, generated from undertaking the 25 minute on-line secure ‘smart’ Harrison Questionnaire, identify among other things, 175 behavioural traits and definitions that are ranked in order of preference. The data provides a comprehensive snapshot of the tasks we prefer to undertake, as well containing a predictive value around what we’ll be likely want to do and be good at.    

 

Harrison has a number of aspects that enable:

  • Individual clients to better understand their strengths and preferences in the workplace, as well as the nature of the roles that are likely to be most rewarding for them both professionally and in terms of their personal goals and life themes.

  • Talented individuals to understand how they could build on existing skill sets by further developing specific competence and satisfaction in areas they currently find less attractive and are disinclined to undertake.

  • Corporate clients, in the recruitment process, to be able to undertake a detailed preliminary assessment of candidates’ behavioural preferences to assist in tailoring interviews, hiring the best fit for the role and thereby increasing the probability of higher retention and engagement rates;

  • For existing staff, development and training to be tailored closely to individual needs in order to generate more effective outcomes and greater levels of satisfaction.

 

Paradox Theory is the second underpinning component of Harrison Assessments™.

 

A paradox is a seemingly contradictory statement that nonetheless may be true. According to Paradox Theory, a trait can be either constructive or destructive depending upon other complementary traits. For example, when frankness is complemented by diplomacy, it takes the constructive form of being forthright and truthful. However, without the complementary trait of diplomacy, frankness becomes bluntness. While frankness and diplomacy appear to be contradictory, paradoxically they co-exist, both complementing and fulfilling each other.  

 

Harrison Assessments™ reports can depict 24 paradoxical traits in 12 separate diagrams that identify:

  • individual ratings on each of the paired traits

  • your likely range of behaviour relevant to each trait under normal circumstances

  • how you are likely to behave under stress.

 

The information is rich due to its specificity and invaluable understanding about how your behaviour might be perceived by others.

 

Clients find Harrison Assessments™ reports easy to understand and apply.

 

Click here to find out more about Harrison Assessments™ and how Coaching for Change can work with you to help build and support individuals, teams and organisations.

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