HAUS uses a variety of personal assessment methods to support better leadership, personal growth and team work.
The choice of method is always based on careful consideration of what results the customer intends to achieve with the development effort, and what impacts are desired.
All the assessment methods we use are scientifically tested and internationally recognised. Our use of the methods is based on licenses granted by copyright holders, and our trainers are certified to use the methods.
Read more about the assessment methods we currently use:
The 360 degree assessment and feedback of leadership and managerial competence is a review of the present situation. The 360° assessment is not a test, and it is not intended to compare the abilities of individual supervisors or managers against other supervisors or managers.
The aim of the assessment is:
1. To help managers to succeed in their tasks.
2. To develop a culture based on feedback and discussion.
3. To help managers identify concrete development tasks based on feedback discussions and development plans.
Feedback review and feedback opportunities play an important role in the interpretation of assessment results.
The 360 degree managerial review service offered to state bodies by HAUS may include the following components (as agreed together with the customer):
- Assessment planning
- Refining of execution and development plans with customer
- Technical platform and user support
- Online questionnaire and feedback on individual and reference group levels
- Analysis and reporting of results
- Individual and/or organisational development plans
- Assessment of the personnel development needs identified by the estimates; planning of the training and coaching of manager-level employees.
The EQ-i assessment is based on the concept of emotional intelligence and the extensive research on emotional intelligence conducted over the past 30 years. Emotional intelligence as a concept was invented when studying characteristics that distinguished those who were successful in professional life from those who were less successful.
Today, the preferred term is emotional skills – because these abilities, like any other skills, can be developed. Emotional skills are divided into five main categories: self-perception, self-expression, interpersonal, decision-making and stress management.
Assessment of emotional skills is an excellent tool for supporting personal development processes, such as mentoring. To gain the greatest benefit of it, personal feedback and coaching are essential. The EQ-i product family also includes a 360 degree assessment and a group report.
Version 2.0 of the questionnaire is available only in English, but the questions are clear and easily understandable, and can be answered reliably even if speaking English as a foreign language.
Robert Hogan (1937–) is an American psychologist and a well-known developer of personal testing methods.
In 1994, he introduced three different methods that he had developed for personal assessment: the Hogan Personality Inventory (HPI), a crisis behaviour model (Hogan Development Survey, HDS) and the concept of career anchors (Motives Values and Preferences Inventory, MVPI).
The Hogan methods are based on self-assessment. Robert Hogan has shown clearly how the personal characteristics of the leaders have a substantial impact on the productivity of the entire organisation, its teams and its personnel.
HAUS uses the Hogan methods in career planning, and in the personal training of managers and key resources.
MBTI I is a self-assessment method that focuses on each individual’s cognitive styles and personal strong points. These strengths are linked to what makes us achieve results. They determine where we focus our energies, how we collect information, how we make decisions and what lifestyle is natural for us.
The MBTI method was developed by American psychologist Katharine Cook Briggs and her daughter Isabel Briggs Myers with the first versions dating back to the 1940s. The method is based on Swiss psychiatrist Carl Jung’s (1875–1961) studies of personality types. MBTI is probably the internationally best-known cognitive style test.
HAUS uses the MBTI method for career planning and for the development of leading skills and executive committee work.
MBTI Step 2 is more detailed and produces more information than the basic version. MBTI II breaks our personal strengths down to individual factors in an attempt to identify traits that go against the mainstream of our own thinking in our strengths.
MBTI II is especially useful in situations where our actions and thoughts are more dependent on the situation than clear articulations of the mainstream.
The Finnish Peili behaviour profile is a practical and unbiased tool for mapping out different behaviour styles. It provides a shared language for understanding different interaction phenomena and different ways of operation. The results are based on self-assessment and feedback given by five other persons. Its goal is to highlight the strength of different individuals and foster and develop collaboration.
In addition to the behaviour profile, the assessment may contain trust feedback and feedback on the individual’s ability to encounter others, which represent the individual’s ability to achieve functional collaboration between different types of personalities.
The Peili team report gives an overall impression of the distribution of the behavioural styles between the members of a team, group or organisation.
The WOPI (Work Personality Inventory) self-assessment method and the WOPI 360 assessment method are standardised question-based tools for measuring the motives, ways of thinking and attitudes that guide our work and attitudes. WOPI self-assessment is useful for placing and developing individuals into roles where they can best express their natural tendencies and find pleasure in work.
Employees who are motivated by their work benefit the entire organisation by giving their fullest contribution to it in different professional situations. Group coaching or personal coaching based on the WOPI method develops self-knowledge and improves the ability to understand the differences between personalities and different ways of approaching situations and phenomena.
The WOPI and the WOPI-360 questionnaires measure the competence drivers that guide our actions in five fundamental fields of competence:
1. Independent performance
4. Planning and problem-solving
5. Viewing (attitudes)
WOPI can be used in all work roles, professions and career stages, and the WOPI questionnaire fulfils even the most stringent measurability requirements.
For more information about the WOPI model, please see www.wopi.net (Competence Dimensions / Petteri Niitamo).