research paper: r. satish chandra relevance of harrison assessments in executive coaching
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7/29/2019 Research Paper: R. Satish Chandra Relevance of Harrison Assessments in Executive Coaching
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Research Paper Relevance of Harrison Assessments in Executive Coaching
Name : R. Satish ChandraDate : 12 October 2012Student ID : 265848Email : [email protected]
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Introduction
Executive coaching is designed to help facilitate professional and personal
development to the point of individual growth and improved performance.
Coaches need to have a strong understanding of individual differences in a work
place as well as the ability to adapt their coaching style or strategies.
Executive coaches work their clients towards specific professional goals triggered
by situations like
Wants to decide on which career to choose from after having travelled
many years in their current vocation.
Joins a new firm or starts a new career or a new role. Is promoted to new level
Develop on competencies highlighted in their appraisals.
Wants to improve their performance.
Organizations use Executive coaches to help the executive find their core issues
and help them overcome these issues. Some organizations also support their
executives by the use of psychometric assessments and give them access toqualified empanelled Executive Coachs.
Different types of Psychometric Assessments
The word psychometric is formed from the Greek words for mental and
measurement.Psychometric testsattempt to objectively measure aspects of an
individualsmental abilityorpersonality. There are different kinds of
Psychometric Assessments catering to different needs of an executives career.
http://www.psychometric-success.com/psychometric-tests/psychometric-tests-introduction.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-tests-introduction.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-tests-introduction.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-aptitude-tests.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-aptitude-tests.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-aptitude-tests.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-tests-personality-questionnaires.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-tests-personality-questionnaires.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-tests-personality-questionnaires.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-aptitude-tests.htmhttp://www.psychometric-success.com/psychometric-tests/psychometric-tests-introduction.htm -
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There are two main types of psychometric tests:
Ability Tests Measure an individuals ability to perform or carry out
different tasks.
Personality Questionnaires- Measure an individuals way of doing things,
and specifically the way they interact with the environment and other
people.
Some assessments are called type models, which classify tendencies and
preferences, with no good or bad types, per se. DISC and Meyers Briggs fall in
this classification. Meyers Briggs and DiSC are described as assessments, rather
than tests. They are used to measure behavioral patterns or tendencies, with no
right or wrong answers.
Other assessments are diagnostic, designed to point out problems and
weaknesses. 360 assessments fall under the diagnostic label. Emotional
Intelligence has been described as a way to measure both strengths and
weaknesses.
These tests vary on the fundamental premise on which the tool is built and also
what it intends to serve. Some tests provide perspectives which are relevant to
an individual as a complete personality, while some tests are very specific to the
executives Professional life only.
Relevance of Psychometric assessments inExecutive coaching
Psychometric testing is now used by over 80% of the Fortune 500 companies in
the USA and by over 75% of the Times Top 100 companies in the UK. Tests are
used by many employers across most sectors, including IT, engineering, energy,
http://www.psychometric-success.com/aptitude-tests/aptitude-tests-introduction.htmhttp://www.psychometric-success.com/aptitude-tests/aptitude-tests-introduction.htmhttp://www.psychometric-success.com/personality-tests/personality-tests-introduction.htmhttp://www.psychometric-success.com/personality-tests/personality-tests-introduction.htmhttp://www.psychometric-success.com/personality-tests/personality-tests-introduction.htmhttp://www.psychometric-success.com/aptitude-tests/aptitude-tests-introduction.htm -
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banking, consultancy, accountancy, the civil service and other public sector, fast
moving consumer goods and retail.
In such scenarios it may be mandated to Executive coaches by the clients to
work with these reports to help the individual executive chalk out their path.
Executive coaches may also choose to bring in their own psychometric tests as
they find it appropriate to the situation.
Usage of the right psychometric tools would aid the Coach to understand the
executive much faster. These tools also help the executive to draw his own
linkages and conclusions based on the reports. These would also help the
executive gain perspectives of how one aspect of his behavior impacts which
aspect of performance.
As per Sherpa Coaching Survey 2012, there has been a trend toward the use of
assessments among executive coaches. A couple of years back, 8% of coaches
reported they did not use an assessment at all. Last year, that number dropped
to 4%. This year, 99% of coaches reported using an assessment.
In this paper, an introduction to Harrison assessments and its application is
made.
Introduction to Harrison assessments
Dr. Dan Harrison founded Harrison assessments in 1990 with a vision to help
individuals and companies select and develop top talent. Dan Harrison with his
background in Mathematics, Personality theory, Counseling psychology, Human
Potential psychology and organizational psychology has been able to weave his
diverse knowledge to create a powerful assessment tool.
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Being a mathematician himself, Dr. Dan Harrison has been able to create a smart
questionnaire which is able to gather information in about 30 minutes, what would
have taken a full day of multiple choices testing equal to 2701 multiple choice
questions.
Foundations of Harrison assessment methodology
Some of the key foundations that Harrison assessment is built on are:
Enjoyment Performance Theory
Four core principles of Employee Development
Paradox theory
Enjoyment Performance theory
As picture depicts, our performance
improves as we do activities which we
enjoy doing.
It also means that a right job for us, is one
which we enjoy doing. And if we are in jobs
or roles which require us to do a lot of tasks which we do not enjoy doing, our
performance can dip.
Four Core principles of Employee development
The 4 core principles of any strong employee development plan of an
organization are
Ensure the right placement.
As development takes a long time, it is prudent to focus on developing
people who are in the right jobs. It may not be worthwhile to spend on
developing people who are not in the right jobs.
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Consider technical and behavioral competencies
Focus on building both technical as well as behavior competencies as
both play their roles in the final performance of an individual.
Consider all relevant Job suitability factors
This reveals all the behavioral factors that affect job performance, work
satisfaction and retention.
Discover, acknowledge and utilize strengths
This provides encouragement and motivation for individuals to develop.
Paradox Technology
Harrison Assessments is the only tool which harnesses the power of paradox.Paradox is the result of integrating two seemingly contradictory behaviors that
both contribute to an individuals success. Individuals with balanced paradoxes
are more likely to succeed.
This figure, shows the result of integrating two
contradictory behaviors of Frank and
Diplomatic. This paradox has 4 conditions
which are actually new traits.
Good communicator as in Balanced Versatility
Poor communicator as in Balanced Deficiency
Blunt as in Aggressive Imbalance
Evasive as in Passive imbalance
Balanced Versatility People who are strong in both traits are versatile and can
exhibit either behavior as appropriate to the situation. Such people rarely
exhibit the other 3 traits even under stress.
Aggressive Imbalance People who are strong in the dynamic trait which is
represented on the Y-axis tend to exhibit aggressive behavior. Such aggressive
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behavior often masks an underlying vulnerability. For example, bluntness is
often used as a means of evading or deflecting attention from oneself when one
feels vulnerable.
Passive imbalance - People who score low on dynamic trait but high on the
trait along X-axis fall under passive imbalance. Such passive behavior could be
an area to explore with the individual to identity improvement areas.
Balanced Deficiency People who score low on the dynamic trait and the
passive traits could be probed to check whether they are in the right jobs which
are in line with their life themes. Executive coaches could also probe on how
these counter productive behaviors are coming in the way of performance
12 Paradox Pairs
Harrison Paradox assessment includes an analysis of 12 main paradoxes, which
are
Certain : Open/Reflective
Frank : Diplomatic
Analytical : Intuitive
Risking : Analyses Pitfalls
Self-Acceptance : Self-Improvement
Self-Motivated : Stress Management
Enforcing : Warmth/Empathy
Persistent : Experimenting
Authoritative : Collaborative
Assertive : Helpful
Organized : Flexible
Optimistic : Analyses Pitfalls
These 12 paradoxes result in 12 ideal paradoxical behavioral competencies as
follows.
Be confident and clear about ideas while openly considering all issues.
Respect oneself while striving to improve
Be straightforward and direct while being respectful of others.
Express your needs while being helpful and conscious of others needs.
Be highly self-motivated while managing stress and respecting others.
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Be persistent in overcoming obstacles and trying new things.
Be logical while at the same time value intuition.
Be organized while at the same time adapt to changes.
Be willing to take risks and carefully analyse the risks for pitfalls
Enforce rules and guide performance while maintaining positive
relationships.
Be responsible for decisions while collaborating with others.
Maintain a positive attitude while being mindful of potential problems.
Benefits of using the Harrison Assessments
Some Benefits of using Harrison Assessments for coaches are that they can
quickly gain rapport and trust, facilitate core values and easily overcome
resistance for development.
Additionally, this also helps the executive to understand their unique strengths &
identify key areas for development
Paradox Technology analyzes and determines a broad spectrum of potential
counter-productive traits without the person having the slightest idea it is
happening. This is vitally important since negative traits usually account for 60-
75% of the factors that determine job success
Approaches to using Harrison assessments inExecutive Coaching
There are different approaches to use Harrison assessments depending onwhether the client organization is using Harrison assessments or not.
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Organizations using Harrison assessments
In these organizations, as part of Harrison assessment implementation, the
organization would have
Defined Job Success Factors for all key roles.
Employees who take the assessments get a complete set of 9
developmental reports.
Coaches can use
Job Success Analysis report to understand how well the executive is fitting
the current job success factors.
Development for Position report to further explore with the Executive thevarious opportunities to improve and help them implement a feasible
action plan.
How to manage, develop & Retain report to identify the essential,
important and other factors which the executive needs to focus on to
improve his performance.
Paradox graph the coach can go an exploratory conversation with the
executive to better understand themself.
Traits and Definition report provides the Coach an insight into the primary
work preferences and personality factors which the executive has. This
report also shows the Life themes, Strengths and Preferred focus and
traits which the executive does not prefer to use.
Organizations which do not use Harrison Assessments
In such situations, the Executive coach can use the Paradox graph and Traitsand definitions report only to help the executive. It may not be prudent for the
Executive Coach to suggest creating Job Success factors for the role which the
executive is playing currently and then go about using all the reports which this
step can enable.
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Challenges in using Harrison Assessment
Some of the potential challenges could be
- Educating the executive about the basic premises of Harrison
assessments. If the Executive does not seem to appreciate this tool, then
it can lower the trust on the Executive coach.
- Harrison assessments works on the basis of work preferences only and at
times an executives performance at office can be impacted by factors
outside professional lives. Executive coaches have to be aware of this
and factor them in their probing agenda.
- Executive coaches have to be certified to assess the executives reports
and the experience of the executive coaches in using this tool only
improves over time. So in the initial few reports assessment, the coaches
may miss recognizing certain pertinent information.
- Executive coaches may be unable to get themselves certified due to cost
or timing or distance issues. In such cases, executive coaches may have
to leverage on other trained interpreters.
Conclusion
Executive coaching in a scenario where many organizations use psychometric
assessments, it is advantageous for Executive Coaches to equip themselves with
relevant skills to understand and interpret many different kinds of tools. Harrison
assessment, being one of the leading workplace Preference inventories
addresses the area of Job Success. Executive coaches can build this into their
practices and also their Self development plans, depending on the target clients
that they work with.
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References:
1. Training material from Harrison Assessments International Limited.
2. http://www.psychometric-success.com
3. http://en.wikipedia.org/wiki/Coaching#Executive_coaching
4. http://www.sherpacoaching.com/2012-executive-coaching-assessments.html
http://www.psychometric-success.com/http://www.psychometric-success.com/http://en.wikipedia.org/wiki/Coaching#Executive_coachinghttp://en.wikipedia.org/wiki/Coaching#Executive_coachinghttp://www.sherpacoaching.com/2012-executive-coaching-assessments.htmlhttp://www.sherpacoaching.com/2012-executive-coaching-assessments.htmlhttp://www.sherpacoaching.com/2012-executive-coaching-assessments.htmlhttp://en.wikipedia.org/wiki/Coaching#Executive_coachinghttp://www.psychometric-success.com/