With advances in behavioral science combined with digital technology, great improvements have recently been made in our ability to predict performance in specific jobs and with the underlying predictive data, to assist in better onboarding and managing employees.  When it comes time to acquire talent, develop talent, plan talent or build effective teams, if you're not understanding the natural tendencies, motivations, work preferences, task preferences and attitudes of your people, you are paying a big price whether you know it or not. 

As we enter 2016,  you hear story after story about the internet of things, the union of ecommerce with digital intelligence, cognitive computing and the cognitive business.  Even Warren Buffet has got into the act, investing billions in IBM in the last year or so, believing in their main focus on it.  Cognitive, of course, in this sense has to do with non- humans (businesses, organizations, machines, systems… ) understanding, reasoning and learning. A key aspect of this is what  getting access to the 80% of data that is "

The recently developed capability to accurately predict whether someone will be a high, average or low performer on specific jobs is a very powerful management tool.  Increasingly,  it is one that is increasingly impacting the performance of organizations across the globe. The foundation for this capability rests in the ability to quickly profile a person's motivations, natural tendencies, preferences and attitudes along with their  knowledge and experience requirements and then relating  these to a validated job specific performance benchmark.  

The Harrison Assessment reveals insights on what drives behaviors and how we typically act under normal stress and under extreme stress.  It also reveals how likely we are to see certain "strong" behaviors or imbalances.  During the debrief process and even more so, in executive team building sessions using these tools, we've continually learn lessons in how to improve and sustain a high performing team.