| Cascade® Reliable Research |
This report provides a detailed description of the Cascade® Measurement System (Cascade®), an exclusive and proprietary research method, offered by Hamlin Harkins, Ltd. The report contains information on:
(a) uses of the system,
(b) the Cascade® contribution to the field of survey research,
(c) Cascade® research approaches,
(d) the method’s mathematical and theoretical foundations,
(e) and reliability measures. References and testimonials also are provided. |
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| VITALS® - Individual Styles and Team Dynamics Indicator |
VITALS® is an individual styles and team dynamics indicator
that evaluates an individual’s style and its impact on group
dynamics. The easy-to-use, online assessment tool helps participants to understand their personal operational styles and how those styles contribute to a team. A group report outlines the implications for the working dynamics of the team and shows the team how to make the most of
combination for superior team performance.
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| PULSE® - Organizational Performance Indicator |
PULSE® allows members of a functional or executive team
to evaluate its current organizational performance and to
identify the critical actions which must take place to
improve. |
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| Assessing Executives |
Selecting the Best Executive Candidate:
Does Use of Assessments Make a Difference?
Executive hiring has significant consequences for any organization. If you make the right choice, performance improves, senior team leadership strengthens, fresh thinking enriches problem-solving, and team dynamics evolve and mature. If you make the wrong choice, tensions build, performance suffers, conflicting values and methods bog down performance, and turnover creates expensive disruption and morale issues. |
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| Signs of Emotional Immaturity |
Emotional Immaturity: Signs It's There
Discussions about emotional intelligence, or emotional IQ, are bubbling up in conversations at work, in couples' counseling and in group dynamics. For example, within management circles, the idea that a leader of people ought to demonstrate a high emotional IQ is an important new standard for what we seek in those who manage other adults. |
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| Laying the Foundation for Organizational Change |
Successful Foundations for Organizational Change
There are a lot of popular lines these days about change. "The only thing that stays the same is change." "Change is opportunity." "Embrace change and be a part of the future." For all the positive hoopla, it is still also true people find change disruptive, confusing and - often - hard work. At work, this can be even more stressful, since most employees have the best intentions to put in a productive day. Change often feels like the obstacle rather than the solution. |
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| How to Take Command of Your Career |
Assess Your Best Career Potential
What did you want to be when you grew up? I ask this often of people I interview and then explore how they ended up with the career they actually have today. Interestingly, most everyone is not what they dreamed about in earlier years. Most people tell me they end up in jobs and - ultimately - careers based on anything but a dream or a personal plan. Some say a friend helped them find a first professional job, after which they fine their way within the company. Some say they graduated, interviewed and took the best paying first job, which led them to paths they didn't imagine. Some try several roles and companies until they find a role they feel is comfortable and interesting. |
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| Why Employees Leave an Organization |
In this economic market today, most employees talk about how grateful they are to have their job, even if they don't like it! Nevertheless, people do keep their eyes and ears open for opportunities which better suit their dreams. After two decades of looking at employee satisfaction studies, conducting employee "exit interviews" and negotiating ways to keep key employees who have become disgruntled and "loose in the saddle", here are the reasons I find employees are vulnerable to leave. |
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| Tips on Maintaining Your Self-esteem When Confronted with Job Loss and the Recession |
Confronting Job Loss and the Recession: How to Maintain Your Self-Esteem
It's a challenge to find yourself without a job, especially during a downturn when jobs are harder to find. If you don't see job loss coming, it can be a shock. If you did anticipate it, it can still feel disorienting to face many sudden issues: paying bills, meeting family needs and covering health insurance. Before the buzz of issues gets to you, take a deep breath and face the first nagging doubt most people have: You think you won't be able to cope. It's not true!
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| How to Keep People Motivated: Fundamentals |
As a professional in human resources, I get asked by managers often what they can do to improve motivation in their teams and direct reports. It's an important question and the answer is not always the same. Partly, this is due to what is going on within the organization or with the person at any given time. For instance, an early stage company with all new employees needs different motivational methods than does a troubled company. The country or corproate culture makes a difference, too. What works in China isn't always the same success for a team in Germany. |
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| Does Use of Assessments Make a Difference |
Executive hiring has significant consequences for any organization. If you make the right choice, performance improves, senior team leadership strengthens, fresh thinking enriches problem-solving, and team dynamics evolve and mature. If you make the wrong choice, tensions build, performance suffers, conflicting values and methods bog down performance, and turnover creates expensive disruption and morale issues.> |
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| Hiring practices: Value of Using Personality Tests |
Use of Personality Testing for New Hires
Many people chafe at the request of a prospective employer which asks if they will complete diagnostics - including personality assessments - as part of the hiring process. Some people fear the test will be used as a "screener" designed to block their chances of getting hired.
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| Why the Importance of an HR Manager Should not be Underestimated |
A Good HR Manager Can Never Be Underestimated
A common distinction in management is the reference to "hard" and "soft" management roles. By this, people suggest "hard" relates to the operational functions, such as engineering, manufacturing, sales, research and development and finance. The "soft" alludes to human resources, including employee relations, communications, training and employee morale.
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| Executive Recruitment for Long-term Success |
Executive hiring has significant consequences for any organization. If you make the right choice, performance improves, senior team leadership strengthens, fresh thinking enriches problem-solving, and team dynamics evolve and mature. If you make the wrong choice, tensions build, performance suffers, conflicting values and methods bog down performance, and turnover creates expensive disruption and morale issues. |
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| Finding Good Employees and Making Them Great |
Why Do Companies Assess Candidates for Jobs?
Is It Worth It To Employees to Bother?
The decision to hire a person for a key position has significant consequences for any organization. A great choice can help an organization in many ways: performance improves, work teams strengthen, fresh thinking enriches problem-solving, team dynamics mature and evolve. A weak choice can do the opposite: tensions build, performance suffers, conflicting values and methods bog down performance and turnover creates disruption and morale issues. And, turnover is expensive. |
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| When a Board of Directors Misfunctions |
Discussion of stronger governance standards is a hot topic these days. This is rightfully so, since the disclosure of many transgressions by corporate executives and "look-the-other-way" board members. It is one thing to conduct a root cause analysis of what went wrong when a board malfunctions, but that is often after serious damage has occurred. By then, there are plenty of auditors, lawyers, regulatory bodies and the press ready to investigate and "help." If board checks and balances are ill-defined or ill-managed, the odds of serious problems increase. |
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| Engaging the Board of Directors on Strategy |
The corporate governance trailblazer, Sir Adrian Cadbury, provided a succinct
description of the forces in play at the top levels of an enterprise: ‘‘The basic
governance issues are those of power and accountability’’[1]. Nowhere are the
issues of power and accountability more clearly in evidence than in the working out of a
strategy for an organization. A firm’s strategy determines the course it will try to pursue over
several years; strategy guides the allocation of resources – financial, physical, and human.
Clearly, strategy must be a subject that engages the interests of all the members of a firm’s
leadership – top management, the board of directors and the Chief Executive Officer. |
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Email:inquires@hamlinharkins.com