Using the Harrison to Improve People Performance and Decisions

In this video discussion, we discuss actual experiences inside organizations over the last decade and more with a Behavioral/Suitability Assessment system used for coaching, talent development, hiring, succession planning and addressing mindsets and culture. Join us as long-time Assessment practitioners, Susan Bittner, Aaron Watson and Alan Hoffmanner provide a real-world exploration of how better insights about people can drive better outcomes.

In this first of five segments we overview the assessment and document a process used at a healthcare company for analyzing relevant assessments and making the best choice to support talent decisions and development. This rigorous approach to selecting a talent assessment tool, included an investment of 7 people and nine months evaluating 18 providers against 20 criteria to ensure alignment with their long term talent strategy. The decision was driven by the high cost of poor hiring decisions, where a single bad hire could cost up to three times the annual salary, making a relatively small investment in assessment tools highly justified. They explain how traditional assessments fall short by forcing tradeoffs between traits, while paradox technology measures opposing attributes independently, allowing individuals to be both at once, such as frank and diplomatic which aligns with human nature. Through a coaching example, it shows how imbalance between these traits can lead to “flip behaviors” under stress, where strengths become liabilities, revealing risks that conventional tools often miss.