WSABI combined behavioural & psychometric analysis
By:
Accretis Ltd
04/01/2012
Keywords:
development, team building, business coaching
The WSABI process is comprised of a combination of a Work Style Preference psychometric questionnaire with a behavioural interview to determine the relative importance of the main attributes and how they combine to identify key strengths and likely performance criteria. The outputs from the WSABI process provide extremely valuable information for recruiting and developing star performers and for the creation, development and management of business-critical teams such as the ‘Driving Innovation’ team.These outputs are best used to descibe the following core aspects:
Strengths in the Work Environment
A detailed analysis of the combined responses to the WSABI questionnaire provide strong indications of the respondent’s core strengths which involve aspects of the strongest attributes. This is reflected in the relative scores for each Work Style Attribute (WSA). So as to ensure that the information is an accurate reflection of how the respondent will tend to perform, and to eliminate false assumptions, the output is validated with an in-depth behavioural interview.
The Manageable Weaknesses and Possible Development Needs
Associated with the dominant WSAs are certain 'manageable weaknesses' i.e. they are the 'flip side' or price to pay for the major strengths. The associated interview process will also bring to the fore some issues that the respondent is actively aware of but had not previously communicated. Whilst it is generally difficult for people to change their core behaviour patterns they can nevertheless acquire new skills which can mitigate these weaknesses. The interview process will therefore identify the main development needs. In the short term, however, if trying to form a balanced project team around this person, it is often best to recruit members with the complimentary attributes, skills and strengths.
Use of WSABI Analyses to Optimise Balanced Teams (e.g. for innovation programmes)
Balanced (Core) Teams should be used when the principle of synergy can be applied, i.e. the whole is greater than the individual parts. The ideal size for a balanced team is 4-5 people (ideally 4 key contributors plus an overall leader). Teams of this size generate optimal interactions, are best at maintaining a focus on the objectives, are easier to manage, and reduce the time taken to reach a consensus agreement. When working autonomously people prefer or tend to work in a way that comes natural to them, however within a team environment they will often adapt to presence of others. Knowledge, not only of who can do what, in specific circumstances, but how they can best work with others is an important factor in optimising the efficiency of any team. Analyses of how the WSAs interact and combine, together with the findings of the associated behavioural interview are used to indicate and chart how the respondent can best contribute within a balanced team. A primary consideration should also be to provide support from people whose primary strengths are those WSAs for which the respondent scored the lowest.
Behavioural Indicators:- How to Deal With and Get the Best From the Respondent
Finally, information is extrapolated to provide indications as to how the respondent associates with other people, how information is processed and organised, and how, and on what, their decisions are generally based. This information is used to provide pointers in how best to deal with and get the best out of the respondent.
Keywords:
business coaching,
development,
development consulting,
executive search,
Leadership Training,
learning,
management development,
Performance Management,
talent management,
team building