Improved Selection, Reduced Turnover: Identify and Retain Top Talent

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Improved Selection, Reduced Turnover, Higher Performance. The secret is finding individuals with the key motivation and work attitude, as they are likely to be high performers. Learn how to retain your top talent using their motivational patterns!

Transcript of Improved Selection, Reduced Turnover: Identify and Retain Top Talent

  • 1. Inventory for Work Attitude and Motivation (iWAM) Model of Excellence Identify and Retain Top Talentto Improve Business Performance Mapping the New Landscape of Human Performance

2. Imagine what if you knew?

  • -"What differentiates top performers from their peers in our organization?
  • - "How can we recruit and select more high performers for a given role?
  • - "How can we improve the overall performance in a given role in our organization?
  • - "How can we increase the tenure of our high performers?
  • Now we can help you answer these questions.

Mapping the New Landscape of Human Performance 3. What are the Motivational and Attitudinal Patterns?

  • The iWAM Assessment measures what we callMotivational and Attitudinal Patterns (MAPs). They are often called Metaprograms in the realm of cognitive psychology.
  • These patterns areunconscious filter/translatorsthat are part of how we construct and confirm our model of the world.
  • Motivational and Attitudinal Patterns help us manage experiences by:
    • Filteringwhat goes on around us (Admit vs. Block)
      • Translatingthe Admits into our sense of reality
  • Since these patterns are a major determinate of what we perceive at any given time, theyimpactdirectly how we interact with ourselves, others, and the world around us.
  • Motivational and Attitudinal Patterns are part of our behavioral habits that impactthinking ,decision making , andbehavingby helping us manage our experiences.

Mapping the New Landscape of Human Performance 4. Motivation & Attitude at Work

  • Although Motivational and Attitudinal Patterns (MAPs) are universally shared, the way we apply them varies fromperson-to-personandcontext-to-context(e.g. work, home).
  • MAPs do not measure ability! Measuring them in the work context isnotabout what peoplecando, but about what theywant to do.
  • MAPs are verypowerful influenceson personality, emotions, competencies, and theresulting behaviorfrom all of these factors. In the end, our behavior is what determines ourwork performance!
  • As a result of the connections and relationships, motivational and attitudinal patterns turn out to be a major force inpredicting performance levelsin the work context.
  • In spite of their importance, motivational and attitudinal patterns are relatively invisible to the person and off the radar of human resource and organization development specialists in North America.

Mapping the New Landscape of Human Performance 5. Why are Motivational and Attitudinal Patterns Important?

  • Motivational and Attitudinal Patterns canpredict and explain45-65%of performance , more than any other factors do.
  • If one knows what is important to perform at high levels over time in a given role, one canidentify individualswith the key patternswho are likely to do well.
  • Also, if one knows the motivational and attitudinal patterns of a person, one canpredictthatperson's performance in a specific work context , and also knows how tomotivate(and what will de-motivate) that person, helping you retain top talent.

Mapping the New Landscape of Human Performance 6. How Does the iWAM Work?

  • The roots of theiWAM Assessment are in the field of cognitive psychology in the study of the relationship betweenlanguage andbehavior .
  • Individuals store in memory and retrieve experience on the basis oflanguage . Our stored experiences include both facts (information) and emotions (feelings).
  • Early research in the field revealed thatpeople who use certain kinds of language patterns tend to exhibit certain kinds ofbehavior patterns .
  • There is adirect linkbetween language and behavior in a contextsimilar language manifests in similar behavior!

Mapping the New Landscape of Human Performance 7. Language, Motivation, and Behavior

  • Words can incite physical and emotional reactions
  • Words and phrases serve as verbal triggers or hot buttons
  • If a hot button is activated by language or a situation,it can:
      • Motivateus to action (get us going) in the desired direction;
      • Keep us frombeing motivated by something; or
      • Motivate us in theoppositedirection of the desired action.

Mapping the New Landscape of Human Performance 8. The Visible and the Invisible

  • Visible Behavior 10%

Mapping the New Landscape of Human Performance Values Motivation Vision Goals Work Attitudes Actions/Words Mission Invisible Factors 90% The iWAM Preferences Abilities & Competencies 9. Basic Assumptions

  • All behavior ismotivated .
  • Motivation and attitude arenotabilities.
  • Abilities/Competencies determine whether youcando something; motivation and attitude influence whether youwant to do it .
  • You are not likely to be able to perform an act that requires an ability you do not have, but you can behave in ways that are contradictory to your motivational and attitudinal patterns in a context if you choose to do soyou canoverrideyour predominant desire.
  • If you are in a situation that requires you to behave, for a long period of time, in ways that contradict what you want to do, it willconsume more energythan if you were doing what you want to do and will bede-motivating !

Mapping the New Landscape of Human Performance 10. MAPs and the Role of Context

  • Context = Frame of reference we put around a situation.
  • We put different frames around different life situations and roles (e.g., job, recreation, family, play).
  • The different frames or contexts may have animpacton ourmotivational and attitudinal patterns .
  • As a result, we may be motivated tobehave in different ways in different situations.
  • To understand someones behavior, we have tounderstand the context (framework) within which he or she is operating and the motivational and attitudinal patterns associated with that context.

Mapping the New Landscape of Human Performance 11. MAPs and Performance

  • Performance isimpactedby motivation and attitude.
  • Certain jobs and roles require certain kinds of motivational and attitudinal patterns.
  • Assuming you have the ability, the more closely yourmotivational and attitudinal patternsmatch the requirementsof a role:
  • (a) the more you aremotivatedto perform that role, and
  • (b) thebetteryou are likely to be in that role.
  • In working with others, the extent to which youunderstand your MAPsin a context and how those MAPsmatch with or differ from others , the more effective you can be in having a successful relationship and in creating positive outcomes.

Mapping the New Landscape of Human Performance 12. The Performance Formula Mapping the New Landscape of Human Performance

  • ThePerformance Formula,supported by research, shows thatMAPs ,Criteria(that include our values, goals and beliefs), andAbilities/Competenciesinteract to create behavior that generates Results or Outcomes.
  • The more you understand which factors influence performance in what ways, the more effective you will be in predicting and managing performance and results.
  • MAPs are the key to understanding to what extent and how motivation and attitudedrive performance .

Motivation & Attitudes X Criteria (Values, Goals, & Beliefs) X Abilities & Competencies = Results 13. The Performance Model Emotions Context (Role/Job) Relationships Expectations Challenges Tasks 2008-2009 Institute for Work Attitude & Motivation=My Reality Motivation & Attitudes I n t e r p r e t = MyDecision Values, Beliefs & Goals E v a l u a t e Culture of the CountryEnvironmentOrganizational Culture Background Demographics Personality Abilities & Competencies A c t 14. The iWAM Assessment

  • TheInventory for Work Attitude and Motivation(iWAM) is a unique, online assessment tool that measuresmotivational and attitudinal patterns(MAPs)
  • The iWAM consists of 40 questions, each of which has five response alternatives, and is reported in48 scales
  • The iWAM was developed in the United States, is used globally, and isavailable in multiple languages
  • iWAM reports are applicable toindividuals, two people, teams , andorganizations
  • iWAM hasmodeling tools(Model of Excellence) for analyzing and predicting performance
  • The iWAM can be scheduled, completed, scored, and printed inless than an hour !
  • Compared to other assessments, the iWAM has awider range of applications to improve individual, team, or organizational performance!
  • The iWAM provides auniqueinsight and fills a critical void in understanding human behavior in order toachieve performance goals or find solutionsto performance related problems!

Mapping the New Landscape of Human Performance 15. Examples of Motivational and Attitudinal Patterns the iWAM Measures

  • Proactive : Does the individual want to take initiative or make things happen?