Make Sense of People
In a world of assessments that try to judge value or sort people into categories and types, Birkman is different: Birkman is all about understanding who people are. Turns out that understanding gives you better business results than judging or sorting...
Whatever business or organisation you are in, here is the question that will keep you awake at night: have we got the right people in the right seats, and able to work together so as to deliver the mission, to delight our customers and satisfy our stakeholders?
You may be hiring great people, but great people don’t always perform; they often can’t work together or pull in the same direction. And the ones who do perform can suddenly leave, out of the blue. That’s right: people are complicated.
So we can look at all the processes and try to fix them:
Hiring, on-boarding, team-building, engagement, retention, performance management, learning and development, management training, HiPo programmes, coaching, promotion, leadership development and so on.
But the questions nag at us:
Do the people we hire and retain reach their full potential?
Are they leading others effectively, or do they leave a big wake?
Can we build teams that will deliver their objectives?
And will engineering and sales ever get along?
There are hundreds of assessments that will tackle different aspects of all that for you. Tests for hiring, tools for team-building, surveys for engagement, frameworks for performance reviews, assessments for promotion. Stacks and stacks of assessments for every different purpose.
Or there is The Birkman Method. Birkman is different.
Birkman is a non-judgemental instrument which is all about understanding people.
The data it generates is accurate, objective and very stable over time, so you can deploy once and use for years. It predicts performance, in role and in context. It scales, allowing you to consider one individual, or a team or function or market, all the way up to the whole organisation.
Birkman illuminates every aspect of the People question so you can find practical real-world solutions, from who to hire and how to retain them, who should be in marketing and who should be in the C-suite, and yes, even how to get engineering and sales on the same page.
So go on: make sense of people