Business

RISE IN BUSINESS

BUSINESS

The RISE Human Development System assessments were first applied in business in 2001. The primary area of use was private mentoring, an unknown area of business development back then, which was the most complex area of development that provided the most in-depth development. This allowed us to keep the development of the system under constant control from the side of practical use and results. In the process of developing the business products, the needs and feedback of the international and local company owners, company directors, head coaches, sports development professionals, university rectors and administrators—as well as the developed managers, employees, contractors, elite athletes, and students themselves who participated in the private mentoring programme—played a significant role. The driving force behind RISE’s development has been the pursuit of ever-higher levels of business, sports, and educational outcomes. This has led to the introduction of generational research into the scientific work, which has presented increasing challenges to business decision-makers. However, another major focus was to significantly reduce turnover numbers of blue-collar workers and thus to develop a complex understanding of the physical workforce. RISE provides individual and team assessments for business users, but can also categorise target groups, communities, regions, and countries according to the appropriate methodology. The focus of the assessments is always on the complex evaluation of the personality and behaviour of the individual(s), and consequently, on the definition of their decision-making mechanisms, decision-making processes, points of influence, and possible points of manipulation in the short, medium, and long terms.

INDIVIDUAL

INDIVIDUAL

TEAM

TEAM PERSONALITY MAPS

The team personality map takes the people that make up a team and depicts their personalities on a psychological circle. The map illustrates the differences between the decision-making mechanisms, mindsets, and mentalities of individuals, as well as the distance between them. In this way, it points out the goals that the team can realistically achieve and identifies the work that the team can perform at a high standard. It also shows the advantages and disadvantages of a team in a given situation and its ability to achieve defined objectives. The team map provides clear support for the business decision-maker to assess the team members who play an important role in achieving the business objectives and build their development and determine the composition of the future team on this basis. At the same time, the map also defines the real causes of cohesion and conflict situations within the team, thus providing a teambuilding and development tool for human resources professionals.

BEHAVIOUR

TEAM BEHAVIOUR MAPS

While the personality map shows the real causes of problems within the team and the real direction of development, the behaviour map examines the processes that are visible on the surface and makes them understandable for the decision-maker. The behavioural map also shows the relationship between individuals, but through the lens of the behaviours they adopt. The team behaviour map also provides information on the conflicts that are likely to arise in the future. It also shows the expected level of team cohesion and the current reality of achieving team goals. The behavioural map allows decision-makers to manage real improvements or problems defined from the personality map in practice. It helps them understand how self-consistent the team members are and how much the processes visible on the surface reflect reality.

BEHAVIOUR

ORGANISATION

ORGANISATIONAL CONFRONTATION MAP

REVIEW PROCESS

STEP 1: RISE Analysis assessments for each person

STEP 2: Organisational Personality and Behavioural Distribution Maps (original / present / short-term)

STEP 3: Employer classification (expectations and features by position)

STEP 4: COMPARATIVE ORGANISATIONAL ANALYSIS Based on the first 3 steps, we produce a deep analysis of each employee’s suitability by position. We compare the Employer’s expectations with trends in HR and the market, as well as the position’s profile.

STEP 5: ORGANISATIONAL CONFRONTATION MAP Based on the first 4 steps, we produce a deep analysis with an exact number at the end that can compare the expectations of the Employees and the Employer. This rate defines how well this organisation can produce and execute what the Employer wants.

ORGANISATIONAL CONFRONTATION RATE: XX%

ORGANISATIONAL STABILITY REVIEW

REVIEW PROCESS

STEP 1: RISE Analysis assessments for each person

STEP 2: Organisational Personality and Behavioural Distribution Maps (original / present / short-term)

STEP 3: Hidden turnover map

STEP 4: Employer Classification (expectations and features by position)

STEP 5: Employer risk categorisation for each employee

  • category 5: the organisation cannot function without them
  • category 4: the organisation can function without them, but with great difficulty
  • category 3: it is better for the organisation if they stay
  • category 2: it does not matter if they leave
  • category 1: it is better for the organisation if they leave

STEP 6: COMPARATIVE ORGANISATIONAL ANALYSIS Based on the first 5 steps, we produce a deep analysis with an exact number at the end that can show the organisation’s stability.

ORGANISATIONAL STABILITY RATE: XX%

ORGANISATIONAL STABILITY CATEGORIES

91-100%
STABLE

We do not recommend changing anything; the organisation is perfectly stable for the current business.

71-90%
IN GOOD CONDITION

There is no need to change the organisation’s motivation and structure, but it can be done for better results. Recommended development steps: Individual interviews + motivational plan / recruitment plan

51-70%
UNSTABLE

There is no need to collect more information from the organisation because several important cohesion and motivational points do not work well. Recommended development steps: Group workshops + motivational plan + recruitment plan

31-50%
IN DANGER

The organisation needs deep changes because it cannot function; there is no real effectiveness. Recommended development steps: Recruitment strategy + motivational strategy + organisational restructuring

0-30%
IN CRISIS

The company needs a complex organisational strategy based on the company’s goals. Recommended development steps: strategic workshop

POTENTIAL

ORGANISATIONAL POTENTIAL REVIEW

REVIEW PROCESS

STEP 1: RISE Analysis assessments for each person

STEP 2: Organisational Personality and Behavioural Distribution Maps (original / present / short-term)

STEP 3: Usability and Key People Map

STEP 4: Employer Classification (organisational chart)

STEP 5: Employee categorisation

  • Potential LEADER
  • Potential SPECIALIST
  • Potential MONEY-MAKER
  • Potential PILLAR
  • Potential NEW BUSINESS DEVELOPER
  • Potential MOTIVATOR

STEP 6: ORGANISATIONAL POTENTIAL MAP Based on the first 5 steps, we produce a deep analysis with the exact names of colleagues who have potential.

ORGANISATIONAL POTENTIAL RATE XX%

MANIPULATION VS EFFECTIVENESS REVIEW

REVIEW PROCESS

STEP 1: RISE Analysis assessments for each person

STEP 2: Organisational Personality and Behavioural Distribution Maps (original / present / short-term)

STEP 3: Individual Manipulation Indexes

STEP 4: Employer Classification (organisational chart)

STEP 5: Employer risk categorisation by employee

  • category 5: the organisation cannot function without them
  • category 4: the organisation can function without them, but with great difficulty
  • category 3: it is better for the organisation if they stay
  • category 2: it does not matter if they leave
  • category 1: it is better for the organisation if they leave

STEP 6: ORGANISATIONAL MANIPULATION MAP
Based on the first 5 steps, we produce a deep analysis that shows the current “danger points”. It also provides information about how dangerous employees can hold their positions and how large of an effect they have on the organisation. Thus, it can show the organisation’s effectiveness and the potential development points to increase effectiveness.

ORGANISATIONAL MANIPULATION RATE: XX%

POTENTIAL