Some of the most frequently used applications of the iWAM are listed below. If you would like a no-obligation chat to explore how you and your business could gain benefit from the insights that the iWAM provides please contactAmanda.Faramus@InspiredWorking.com to arrange a call with David Klaasen.
The IWAM is being used by many mangers to gain a better understanding of their people and to discover how to present work and tasks in an engaging manner. They also become aware of the working environment that best suit individual preferences and gain insights about why people behave in a particular way. This leads to more effective delegation, more rapid development of trust and less misunderstanding.
With the Team Report you can quickly identify the areas where there is a strong team preference and where there is greater diversity. This can provide very useful insights for both the team leader and the team members. Is the team flexible enough and open to change? Is there enough focus on the future and the big picture or are people very focused on the operational details and the here and now? Does the working environment suit all team members or do some need time alone to be more productive? These are only some of the many critical factors that can come to light when the team is analysed using the iWAM.
As mentioned above the iWAM provides detailed information about what really motivates an individual. This can provide unique insights and enable you to enhance your emotional intelligence and review the most effective behaviours to achieve success in your role. Because the iWAM Profile is not static but reflects current motivation, it can be used as an effective ‘before and after’ measure of the progress made during the coaching. When combined with the precision of the LAB Profile to focus on specific issues our performance coaching can address the underlying causes of problems that many other coaches may not even notice.
The paired comparison report provides very interesting information about where people are very similar and very different. Sometimes the similarities can cause problems for example when both want to be in charge and ‘know what is right’. However, it is more common that people who are having communication problems are using language that by it’s very nature will grate, irritate and antagonise a person with the opposite motivational preference or trait. The iWAM enables both parties to see objectively what motivates the other and this helps to remove any negative judgements. They can begin to accept that it’s not personal; it is just a matter of motivation.
The IWAM can be used in a variety of ways to increase the level of objectivity in recruitment. From the way you analyse the requirements of the job role to identifying the particular motivational patterns and working traits that will make someone not only like the work but be motivated to stay in the job.
Attracting Good Candidates
By analysing the job role we can identify the patterns required to be successful in the role and then develop job adverts that will be highly attractive to the ideal candidates while filtering out the most unsuitable people. This is done by using words that match the profile of the people we want to attract from the labour pool, because these words will be highly engaging and motivating for them.
We can also design the recruitment process to make it mirror the requirements of the job i.e. ask prospective candidates to phone in to check their telephone manner, or create a very procedural and detailed application form that will be de-motivating to people who have a low tolerance for details and following procedures.
The iWAM identifies the prospective candidate’s key traits and patterns so the interviewer can objectively analyse the best fit with the requirements of the job role. This eliminates any prejudice or bias. Interviewers can also plan key questions to ask based on the candidates profile rather than on any pre-conceived ideas about the person.
You can map prospective candidates against the current team. We can look at the best performers in a team and then compile a team report for them. Any new candidates are then profiled as part of the recruitment process and a new team report is complied with them to see how well they fit. This is a simplified version of the Model of Excellence (see below) and more suitable for small teams.
Models of Excellence
This allows you to recruit against a model of your optimum performers. It’s mainly for big recruitment campaigns for larger teams. To build a model, you need at least three high performers and three low performers. These are then used to build a model that can be used to compare new candidates as pre-interview screening. This reduces the number of interviews but increases the quality of interviewees because you only interview candidates that meet a minimum requirement and the Model prompts you with some key questions to ask.
In order to keep it up to date and relevant the Model is finely tuned and regularly reviewed (at least every 6 months) to correlate individual scores with their performance ranking on a number of management and performance KPIs.
This creates a very specific and tailored recruitment tool that can also be used for succession planning and internal promotion by letting people know what will be expected in the role.
Finally, it provides management with detailed information about how to communicate with people in the model and how to keep them motivated.