Hay Resources Direct provides a number of assessment instruments that can help your organisation uncover critical issues and set clear baselines for development.

Our tools and techniques ensure that you can capitalise on your key resource - your employees. Highly practical and affordable, they can be used as stand-alone products or to complement your own training and development work.

We also run half- or full-day practical workshops allowing you to get the most out of the family of instruments.

Choose from an unrivalled range of tools, covering:

• Competencies


• Learning & Development


• Management Development
• Values and Team Performance
• Emotional Intelligence

We provide you with everything you need to score and interpret each exercise. You control the process in-house and benefit from immediate results.

Please browse through our list of products on this site, or you can find links to more information at the foot of the page.

• Information seeking
• Strategic orientation
• Conceptual thinking
• Service orientation

Also available: LCI feedback questionnaires, leadership competency development assistant.

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Managerial Competency Questionnaire (MCQ)
Hay Group

What does it take to be a good manager? This question puzzles many, especially since the responsibilities of management are continually changing. A competitive world and a diversifying workforce are putting incredible demands on today's manager. Hay Group has designed a competency assessment tool that helps today's managers meet their employees' needs while making a positive impact on the company's bottom line. The MCQ measures a manager's use of seven competencies found to distinguish outstanding managers from average performers.

The seven competencies are:

• Achievement Orientation
• Directiveness
• Interpersonal understanding
• Team Leadership
• Developing Others
• Impact and Influence
• Organisational Awareness

Also available: MCQ feedback questionnaires, managerial competency development assistant.

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Sales Competency Inventory (SCI)
Hay Group

Do you ever wonder what your top sales people have that the rest of your sales people have not? Hay Group's extensive research has shown that the most successful sales people share distinguishing competencies. What are those competencies?

• Achievement orientation
• Customer Service orientation
• Interpersonal understanding
• Initiative
• Impact and influence

• Recruitment decisions
• Sales training
• Succession Planning
• Performance plan/sales goals

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Learning & Development

We all learn in different ways and have preferences for how we take in and internalise new experiences. Understanding our own learning style is the key to accelerating our self-development.

Understanding the nature of different learning styles is essential for anyone whose role involves managing or supporting the development of others.

Our learning and development instruments are based on the work of David A. Kolb and Richard Boyatzis who are amongst the world's most prominent experts in adult learning. Kolb and Boyatzis have identified a four stage 'learning cycle' and four 'learning styles'.

The Learning Styles Inventory (LSI) is a self-scoring instrument that enables people to identify which parts of the learning cycle they prefer and which parts they tend to avoid. It also identifies the individual's preferred learning style and the booklet takes the individual through a structured process to identify how they can learn more effectively.

The LSI can be used to support one-to-one development or coaching activities. It provides the coach and individual with a clear understanding of the type of development activity that will best suit the individual and complement their learning style.

In workshops the LSI can help the facilitator to focus and adapt the content and style to accommodate the learning styles of the group. Having identified their own learning style and preferences, workshop participants can design action plans with a vastly increased probability of success.

The LSI is the foundation for a family of instruments that can help individuals and facilitators plan and manage the learning process. The adaptive style inventory explores how well an individual can adapt their learning style to suit four different learning situations. The learning skills profile enables an individual to plan their development in the medium to long term by mapping their learning skills to their intended career path. The stuck truck is an exercise in which teams can experience and review the approach of different learning styles to problem solving.

Please scroll down to see our range of learning and development instruments:

Learning Style Inventory (LSI3)
David A. Kolb Ph. D.

The learning style inventory is a statistically reliable and valid, 12-item assessment tool, developed by David A. Kolb, Ph.D. Based on experimental learning theory, it identifies preferred learning styles, and explores the opportunities different styles present for:

• Problem solving
• Resolving conflict
• Communicating at home
• Working in teams
• Communicating at work
• Considering a career

• Diverging: combines preferences for experiencing and reflecting
• Assimilating: combines preferences for reflecting and thinking
• Converging: combines preferences for thinking and doing
• Accommodating: combines preferences for doing and experiencing

• Actually takes participants through the cycle of learning as they go through the booklet
• Clearly explains the impact of learning styles on teamwork, conflict resolution, communication and career choices
• Provides practical advice for developing weaker styles
• Uses four colours to reinforce concepts

Also available: LSI v.3 questionnaire available in French, Spanish, German and on-line.

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Personal Learning Guide (PLG)
David A. Kolb Ph. D.

Make your participants apply what they've learned about how they learn! Use this workbook in conjunction with the learning styles inventory to encourage on-the-job applications.

The PLG helps participants to improve and broaden learning styles, establish learning strategies, set measurable learning goals within realistic time frames, and generate constructive peer feedback.

According to Dr. Kolb: "When the PLG is used along with the LSI, participants assimilate more of what is taught, do a better job of retaining the material and consequently apply the lessons more effectively when they return to the job."

Each booklet contains a goal-setting exercise, a strategy worksheet, a daily learning journal, and guidelines for improving learning.

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Adaptive Style Inventory
David A. Kolb Ph. D. and Richard Boyatzis Ph. D.

Because nobody's learning style is effective in every learning situation, flexibility is essential. Used in conjunction with the learning styles inventory, or as a stand-alone instrument, the ASI identifies and addresses the flexibilities of participants' learning styles.

The ASI examines: over-reliance on (or avoidance of) a particular style, implications associated with preferred styles in different situations and strategies for increasing adaptiveness.

This tool is effective in work with newly created teams where the members are just learning to work together, or with individuals who are new to a position or an organisation. Participants will find this tool especially beneficial because it allows them to set the stage by specifying their own real-life situations prior to answering the question.

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Learning Styles Exercise (LSE) (Also known as Stuck Truck exercise)
David A. Kolb Ph. D.

This exercise, used with the learning styles inventory, provides an enjoyable and effective way to identify the impact of diverse learning styles on group problem-solving situations. It is especially effective when used in team-focused training initiatives.

Individual participants are instructed to resolve an emergency situation by ranking, in order or importance, a list of items that can be used to solve the problem. They are then assigned to groups and instructed to come up with a group consensus to rank ordering of the same items.

The exercise provides participants with an appreciation for different learning styles and how they can enhance the problem-solving process.

Also available: French version of LSE. Stuck Truck Leader's Notes (Kolb): This manual provides all that you will need to successfully facilitate the struck truck portion of your team or group problem-solving session. It includes background information, session preparation suggestions, detailed discussion and debriefing instructions, expert-ranking answers and strategies for enhanced learning.

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Learning Skills Profile (LSP)
Richard Boyatzis Ph. D. and David A. Kolb Ph. D.

The most illuminating game of cards ever played! Using one or both decks of cards, participants rate their own skills and/or the skill demands of their jobs

The following skills groups are assessed:

• Interpersonal
• Analytical
• Informational
• Behavioural

In organisations, this instrument can be used in multi-rater capacity; feedback from employees, peers and bosses provides valuable skill-gap information. In academic situations, this instrument can be used effectively as an outcome measure of student learning.

The LSP provides interpretive information, exercises focused on validation of results, strategy, development, and a learning agenda worksheet.

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Facilitator's Guide to Learning
David A. Kolb Ph. D. and Donna M. Smith

An invaluable tool for anyone using the learning instruments, in particular the LSI, as this guide provides:

• An introduction to the learning style inventory, learning skills profile, adaptive style inventory and learning style exercise
• Information on the growth and development of the LSI
• An overview of experimental learning theory
• Applications for managerial and team performance, career development, education, problem solving, conflict management and communication
• Technical specifications (validity and norming)
• Research bibliography

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Management Development

The managerial style of the leader will have a direct and significant influence on the perceptions the team have about the priorities that affect their job.

Our key management development instruments give a clear indication of the degree to which a manager uses six managerial styles (MSQ) and the impact they are having on the perceptions of their team (OCEII).

The concepts of managerial style and organisational climate are based on nearly 40 years of research, working with teams and leaders in a wide range of organisations in many different sectors.

The instruments are powerful diagnostic and planning tools, ideally suited to leadership, management or team development workshops. There are a wide range of supporting documents, facilitator guides, exercises and materials available to enable trainers and facilitators to get the most out of these instruments.

Scroll down to read about our management development tools:

How can a manager's style create a positive impact on performance, productivity and profits? Research indicates that by using the most effective style for a particular situation or climate, a manager can improve employee morale and performance. Based on work begun at Harvard University by psychologists Litwin and Stringer, and continued throughout our consulting practice, Hay Group has identified six managerial styles:

• Coercive: emphasis on immediate compliance from employees
• Authoritative: emphasis on providing long term vision and leadership
• Affiliative: emphasis on creating harmony
• Democratic: emphasis on group consensus and generating new ideas
• Pacesetting: emphasis on accomplishing tasks to high standards
• Coaching: emphasis on professional growth of employees

The MSQ is especially effective when used in organisational improvement programmes, management development and coaching workshops, and train the trainer programmes.

Also available: MSQ questionnaire available in French & Spanish. MSQ feedback questionnaires.

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Managerial Styles Trainer's Guide
Hay Group

Communicating the results of the questionnaire and feeding back the response to managers is a crucial part of the training and development process. Use the managerial style trainer's guide to:

• Interpret results for your participants
• Address participant concerns about employee or peer feedback
• Introduce the concept of 'contingency arrangement'
• Guide participants in practical goal setting

Also available: Managerial style questionnaire transparencies: Often seeing is believing. Make use of the managerial style transparencies. This visual aid provides descriptions of the six managerial styles as well as examples of specific behaviours inherent to each.

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Management Situation Checklist
Hay Group

Ensure that participants will apply what they have learned about managerial styles. Provide them with this goal planner, which requires them to:

• Rate their own work environments
• Calculate scores for the management demands of their jobs
• Evaluate job demands versus preferred managerial style
• Specify goals for improvement
• Complete an action plan

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Tower Building Exercise
Hay Group

This engaging and enlightening group activity allows participants to experience the impact of management style on employee performance first hand. Each group is made up of three to four employees and one manager. As a group, they need to build a tower of blocks.

Sounds easy - until you inform them that the employees will be blindfolded and required to use their non-dominant hands. As for the managers, you can explain that they can provide only oral instruction: they cannot touch either the blocks or employees during the building period.

The exercise is especially effective when used in managerial style, organisational climate, or team focused training initiatives.

The facilitator's guide will help you to debrief the group, while the flipcharts provide score sheets for the three rounds of assessment.

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Coaching Practices Questionnaire (CPQ)
Hay Group

Recognised as one of the most effective and hardest-to-develop managerial styles, coaching is just as crucial to winning in the workplace as it is 'on the field'. The CPQ assesses a manager's coaching ability based on four key elements:

• Diagnostic skills
• Coaching techniques
• Coaching qualities
• Coaching model

Also available: French and Spanish versions of CPQ. Feedback version of CPQ.

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Ensure optimum performance, productivity and profits within your organisation by addressing climate. Research has shown that a healthy organisational climate positively impacts the bottom line. But what constitutes a healthy climate?

Hay Group research has identified six critical climate dimensions:

• Clarity: everyone in the organisation knows what is expected of him/her
• Standards: challenging, but attainable goals are set
• Responsibility: employees are given authority to accomplish tasks
• Flexibility: there are no rules, policies or procedures
• Rewards: employees are recognised and rewarded for good performance
• Team Commitment: people are proud to belong to the organisation

The OCEII is a survey which provides employee perception on each of these dimensions. It can be used with a group which has recently gone through some changes (re-organisation, buy-out, merger) to identify and address problem areas or as a benchmarking tool to see if employee perceptions have changed over a period of time, or even still, as a measure of how well a particular initiative (team building, communication improvement) has fared.

Also available: French and Spanish versions of OCEII. Feedback version of OCEII.

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While it is important to survey everyone within the organisation, the resulting picture must be communicated both to the managers or individual work units and to the management team of the whole organisation. They have the power/responsibility for improving climate. (If you choose to explore the current climate, see managerial style questionnaire (MSQ) et al. above).

With this guide, you introduce them to the six climate dimensions, complete with real life positive and negative dimension examples. You explain the hierarchical relationship between the dimensions. You provide them with their climate profiles; ask them the right probing questions; raise the important points and ultimately help them to set goals and create action plans for improving their organisational climate.

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Provide your participants with this helpful, easy reference tool that makes the connection between a manager's style and his/her impact on performance, productivity and the bottom line.

Hay Group research and fieldwork indicates that nearly 70% of organisational climate is determined by a manager's style of management. This reference card makes it easy to identify and understand the association between behaviours and results. Included in this colourful, 5" x 9" interactive tool are:

• Definitions of the six managerial styles
• Scenarios when each managerial style is more effective
• Descriptions of the six critical climate dimensions
• Suggestions for improving each climate dimension
• Illustrations depicting the relationship between style and climate

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The influence strategies exercise is an ideal tool to identify and develop influencing strategies. Cross-functional teams, persuading a co-worker and inter-department collaborations often test communication skills. In organisations where resources are limited, it is advantageous to know how to influence decision-makers. This exercise helps you understand which of the nine influence strategies to use depending upon the person being influenced, the relationship to that person and the norms and values of the organisation.

French and Raven published their Historical Study of Managerial Power in 1959. This started a trend among researchers and theorists to study influence tactics. Hay Group combined all this research with 15 years of its own applied research studies to design the ISE.

The nine strategies demonstrated to be the most effective by outstanding performers are:

Empowerment:
making others feel valued by giving them praise
Interpersonal Awareness:
identifying other people's concerns
Bargaining:
gaining support by offering to exchange favours or resources
Relationship Building:
taking the time to get to know others personally
Organisational Awareness:
identifying and getting the support of key people
Common Vision:
showing how one's ideas support the organisation's broader goals
Impact Management:
presenting ideas in such a way as to gain people's support
Logical Persuasion:
using logical reasons, facts and data to convince others
Coercion:
using threats or pressure to get others to do what you want

There are no right or wrong strategies. All nine of the influence techniques make communication more efficient and effective.

Also available: ISE feedback questionnaires

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Values and Team Performance

Eminent psychologist David McClelland identified three social motives: Power, affiliation and achievement. The PVQ identifies the extent to which an individual values these unconscious motives.

Identifying and discussing the extent to which an individual values having an influence over others, maintaining close and friendly relationships and achieving tasks in a timely and efficient manner may be relevant in career planning, performance management and development discussions.

The PVQ as a powerful tool for managers and coaches to use as a basis for discussing openly for managers and coaches to use as a basis for discussing openly what values a person may have and how they might affect their current and future role.

Teams

According to research carried out by Richard Beckhart, for teams to perform to their maximum potential they must achieve clarity and agreement in four key areas; goals, roles, processes and relationships.

The OTD enables teams to examine their individual and collective views as to their current and ideal performance in each of these key areas.

The Beckhart framework provides teams and workshop facilitators with a clear set of priorities for team development and also a measure against which progress can be periodically tested.

Scroll down to read about our PVQ and OTD tools:

How do personal values impact job performance? Based on the research of renowned psychologist David C. McClelland, the PVQ measures the degree to which a person values achievement, affiliation and power - the three social motives that drive human behaviour.

Awareness and understanding of personal values is essential, because what a person values is a good predictor of what he/she chooses to invest his/her energies.

For instance, one person may be more interested in getting things done in a timely and efficient manner, while another finds it more important to maintain friendly relations with co-workers. Depending on the job at hand, this may mean a mismatch between the person's values and job requirements. This mismatch or gap can impact the organisation in terms of lower productivity and higher turnover. If managers know where those gaps exist, they can close them by reassigning employees to other departments or roles, developing employees within their existing roles, or redesigning jobs.

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The total is not always greater than the sum of its parts.

While teams, just for the sake of teams, are a thing of the past, effective teams that produce results are not.

What distinguishes effective teams from the rest? Research has shown that there are four dimensions that drive team performance.

These dimensions are:

Goals: What is the team's core mission?
Roles: Who does what within the team?
Processes: How does the team accomplish its work?
Relationships: How do the team members interact?

Optimising team development is a 40-item questionnaire that measures team members' perceptions on these dimensions. It identifies what is standing in the way of a team's success by highlighting the gaps between the actual (where we are) and the ideal (where we want to be). In addition, the development planning section assists in creating an action plan to improve team performance.

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Emotional Intelligence

What is Emotional Intelligence?

According to Daniel Goleman Ph.D., "Emotional Intelligence is the capacity for recognising our own feelings and those of others, for motivating ourselves and for managing emotions effectively in ourselves and in others.

E.I. defines abilities distinct from, but complimentary to, academic intelligence, (the purely cognitive capacities measured by IQ). Emotional Intelligence involves the emotion centres of the brain working in unison with the intelligence centre.

For more information on Emotional Intelligence and becoming an accredited user of the Emotional Competence Inventory, please see our website or scroll down for details of the self-scored Emotional Competence Inventory - University Edition.

Emotional Competence Inventory - University Edition (ECI-U)
Richard E. Boyatzis Ph.D., Daniel Goleman Ph.D., Hay Group

Hay Group, in partnership with Daniel Goleman Ph.D. and Richard Boyatzis Ph.D. are pleased to introduce the Emotional Competence Inventory - University Edition (ECI-U).

The ECI-U is the premier assessment instrument designed specifically for use by students within academic environments. This self-scored 63-item assessment instrument will introduce and allow students to get a better understanding of their levels of emotional intelligence. This instrument can be used by itself or a bigger picture can be developed using the feedback versions, therefore creating a 180° or 360° picture of a particular student. Unlike the ECI, which requires accreditation, the ECI-U can be purchased and used without having to attend a 2-day accreditation course.

The Emotional Intelligence Model:

Self Awareness

• Emotional self-awareness
• Accurate self-assessment
• Self-confidence

• Empathy
• Organisational Awareness
• Service Orientation

• Emotional self-control
• Trustworthiness
• Conscientiousness
• Adaptability
• Optimism
• Achievement orientation
• Initiative

• Developing others
• Inspirational leadership
• Influence
• Communication
• Change catalyst
• Conflict management
• Building bonds
• Teamwork & Collaboration

Also available: ECI-U feedback questionnaires.

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Workshops

Meet your training and development targets more easily: if you integrate our instruments into the workshops you run, you'll be able to measure a greater improvement in the performance of those you are training:

• Learning Styles Workshop
• Management Development Workshop
• Management Development and Learning Styles Workshop

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Management Development Workshop

Dates: 03 Mar... 27 Jun... 17 Sep

Course Time: 14:00 - 18:00

Objectives

By the end of this half-day workshop, participants will:

• Understand the full range of instruments available
• Understand the theory and development of the instruments
• Have practical experience using the range of instruments
• Understand how the instruments link to each other
• See how the instruments can add value to one-to-one coaching and in workshops

• Delegates will complete the Managerial Styles Questionnaire (MSQ) and Organisational Climate Exercise (OCE)

• Introduction to the Hay Group
• Introduction to Hay Resources Direct
• Delegates will introduce themselves giving details of their previous experience and familiarity with management instruments

• An explanation of managerial styles and climate in the context of the four-circle model of organisational effectiveness
• Introduction to the MSQ, theory and development behind it
• Introduction to the OCEII, theory and development behind it
• Participation in the Tower Building Exercise
• Case study analysis in workgroups
• Introduction to supporting instruments
• Links between the different instruments and how they can add value to one-to-one coaching and training workshops

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Management Development and Learning Styles Workshop

Dates: 20 Feb... 22 May... 09 Sep

Course Time: 09:30 - 17:00

Objectives

By the end of this workshop, participants will:

• Understand the range of instruments and their application
• Have experience using the most popular instruments
• Understand how the instruments can be used to add value in training and workshop situation

• Delegates will complete the Learning Style Inventory (LSI), Managerial Styles Questionnaire (MSQ) and Organisational Climate Exercise (OCE)

• Introduction to the Hay Group
• Introduction to Hay Resources Direct
• Delegates will introduce themselves giving details of their previous experience of training and development products

• Introduction to Learning Styles
• Detailed explanation of the LSI, including its applications and benefits
• An introduction to the rest of the Learning Styles family of instruments and supporting materials

• An explanation of style and climate of in the context of the 4-Circles Model of Organisational Effectiveness

• Introduction to the Managerial Styles Questionnaire (MSQ)
• Input and discussion on the use of the MSQ in one-to-one sessions and workshops
• An introduction to the supporting materials relating to the MSQ

• Introduction to the Organisational Climate Exercise (OCE)
• Input and discussion on the use of the OCE II instrument in workshops

• Introduction to the Influence Strategies Exercise (ISE)
• Input and discussion on the use of the ISE in workshops

• The Hay Group approach to competencies: The iceberg model
• The Sales Competency Inventory (SCI) and Leadership Competency Inventory (LCI) and supporting materials

• Opportunities for the participants to ask questions, discuss issues and browse samples of the full range of instruments

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More Information

Download our latest catalogue for a full description of each instrument/workshop, pricing structure and an order/booking form - or for further information, please email Stewart Simons or call 020 7856 7575.

www.haygroup.co.uk