Individual & Team Assessments
Rising Sun Consultants works with both individuals and teams to help discover their strengths in such areas as problem-solving, communication, conflict management and other work habits and styles. Working together, Rising Sun Consultants helps you to learn how to deal more effectively with clashes between co-workers, communication breakdowns, and different workstyles in order to achieve extraordinary results.
Rising Sun Consultants is a proud partner of TTI Success Insights® (TTI SI), the world’s leading developer of research-based, validated behavioral assessments that enable organizations to use the Science of Self™ to reveal and harness the talent and skills of their greatest asset – their people. This approach leads to more engaged employees, stronger teams and greater productivity.
Over three decades, TTI SI has researched and distributed a suite of assessments that are at work in more than 90 countries and in 41 languages.
Employees and leaders who are trained and certified in TTI SI’s assessments experience:
• Greater self-awareness and personal growth
• Better engagement amongst employees
• Increased team and organizational efficiencies
• Clarity in purpose and communication
TTI SI’s assessments are EEOC and OFCCP compliant and are continuously tested and refined to ensure the highest standards of ethics and reliability.
TTI SI Five Sciences
Success in life, work, and relationships stems from having a sense of self—of deeply comprehending who you are, what you do, and how you do it. We use an assessment that measures behaviors based on the DISC theory first developed by William Moulton Marston. DISC measures Dominance, Influence, Steadiness, and Compliance.
This assessment is key in helping people to understand how they are inclined to behave and how they can interact effectively with others at work and in life. This understanding helps them to deal with problems and challenges, to influence and lead others effectively, to adjust to the pace of their environment, and to work well under established rules and procedures.
Whereas the behaviors assessment illustrates the “how” of your actions and decision making, this assessment, based on Eduard Spranger’s theory of human motivation, explains the “why” behind your actions and passions. Motivators are the windows through which an individual views the world. They are the driving forces that influence on-the-job performance, and they explain a lot about why an employee acts a certain way.
The assessment measures the relative prominence of six basic interests or motivators. Basically, these are fundamental life values:
• Theoretical—the discovery of truth
• Utilitarian—ROI of one’s time and resources
• Aesthetic—form and harmony
• Social—an inherent caring for people; helping others
• Individualistic—personal power, influence and renown
• Traditional—a system for living
For many jobs, it’s not always the technical skills that will catapult employees to success but rather the personal skills or “soft skills,” which often are transferable to different jobs. In the workplace, technical knowledge is complemented by such intangible skills as leadership, persuasion, and playing well with others. These are qualities that define us as people. Typically, they will be key to an employee’s job performance.
We can measure competencies with an assessment that examines the level of development of twenty-five unique personal skills. Those can be ranked from the most well-developed skill to the one in greatest need of further development. Different jobs, of course, require different competencies. Here are the personal skills that the assessment examines:
• Continuous Learning
• Employee Development/Coaching
• Interpersonal Skills
• Personal Accountability
• Decision Making
• Appreciating Others
• Influencing Others
• Self Starting
• Customer Focus
• Problem Solving
• Goal Orientation
• Project Management
• Creativity and Innovation
• Futuristic Thinking
• Planning and Organizing
• Conceptual Thinking
• Time and Priority Management
• Conflict Management
To achieve superior performance in the workplace, you must understand the role of emotions—both your own and other people’s—in the decision-making process. That understanding will lead to greater collaboration and boost productivity.
Research shows that successful leaders and superior performers have well developed emotional intelligence skills. This makes it possible for them to work well with a wide variety of people and to respond effectively to the rapidly changing conditions in the business world. In fact, a person's (EQ) emotional intelligence may be a better predictor of success performance than intelligence (IQ).
The EQ assessment we use examines five key areas:
• Self-awareness—understanding one’s moods, emotions, and drives and how they affect others
• Self-regulation—ability to control or redirect disruptive impulses and moods; to think before acting
• Motivation—passion to work for reasons beyond money or status; pursuit of goals with energy and persistence
• Empathy—ability to understand the emotional makeup of other people
• Social skills—proficiency in managing relationships and building networks
Other Means of Assessing Success
We also make use of two other assessments that TTI has developed—Job Benchmarking, which defines the parameters of a position, and the 360-Degree Feedback Survey, which goes full circle in gathering appraisals.
Hiring often is based on subjective perspectives and opinions. Job Benchmarking is a system by which you can define the key focus areas for every position. You do so by gathering several people who truly understand the position. Each of them knows intimately what the job entails—and each then takes the assessments on behaviors, motivators, and competencies. They respond to the assessment as if they “the job was talking”—and their responses can be compiled into what amounts to a profile, or benchmark, of the kind of person who would be best for the job. Then, when the list of candidates is narrowed to a few, the finalists take the assessment. By comparing the results to the benchmark, you can get valuable insight into whom you should hire.
The benchmarking makes a hiring process more objective, basing the decision on data rather than feelings. In addition, as you begin to coach the person you hire, you can use the benchmark to point out areas of strength as well as areas that might need further development. You will not need to wait several months to start working on those matters as they become apparent. You can hit the ground running on day one.
The 360-Degree Feedback Survey is an appraisal tool to gather the observations of the employee’s supervisor, peers, and those who report to him or her. They weigh in anonymously on a range of workplace competencies and behaviors, rating the employee on a scale and also offering written comments. As a development tool, the survey helps employees recognize their strengths and weaknesses so that they work more effectively.
Ultimately, a good measure of your success is how well those you serve are succeeding. In other words, are those you supervise meeting their own goals, as well as those of the organization?
What is the turnover rate of employees within your department? You need to get the “right people on the bus,” to borrow a phrase from management consultant Jim Collins. And they need to be in the right seats. If you have done that well, they will be succeeding—and so will you.