Applications of iWAM

Does this Work scenario sound familiar to you?

HR has responsibility for the preparation of job advertisements based generally on a broad statement of duties that acts as a `cover-all’ rather than identify the key attributes for the position

  • The staff responsible for the interviewing often are removed from interaction with this generic recruitment process.

    It’s as if there are separate SILOS within the Organisation and little consultation occurs between the Divisions and the HR department, which should be providing strategic guidance.
  • Even appraisal systems and succession planning and other expensive consulting programs are provided to staff without proper integration and communication across the Organisation, and often without assessment of its value afterwards
  • This is not only a significant waste of Company resources but it does not achieve the aim of increasing staff performance and job satisfaction


How can iWAM and Models of Excellence transform the HR System?

iWAM and Modelling excellent performance technology provides a simple and integrated system, based on the measurable and proven ways of thinking and acting that lead to high performance.

Once a Model of excellent performance has been done, the critical thinking styles and behaviours move through every HR area, integrating, simplifying and facilitating inter-communication, lowering wasted resources and most of all dramatically increasing individual and team performance.

Why does it work?

Because it takes the guesswork out of all the HR processes, as what is critical to success is known and reinforced by all areas.

So how does it work?

Selection: The job advertisements can be written with a language and style that is congruent with the thinking patterns of the high performers. Others who are not suited will unconsciously be not attracted to the ad.


After an initial screening, high potential candidates complete an online iWAM Questionnaire. Their iWAM results are instantaneously computer matched and then ranked in order of `fit’ to the critical ways of thinking associated with high performance

The Interview Process
Interviewers are provided with Behavioural interview questions and techniques aimed to detect the critical ways of thinking in candidates. Questions aimed to elicit individuals coping strategies where they differ from the critical ways of thinking are also provided


The successful Candidate is appointed
From Day 1 you know the appointee’s areas of strength and weakness for the role. The iWAM Comparison to the Model Report will give specific information on how to coach the appointee in areas of `misfit’ to the critical thinking patterns. So there are no surprises in 6 months.

A program to support the appointee in areas of weakness begins immediately. The individual most usually feels supported, cared about and is focused on building competencies and attitudes towards what is known to be important to achieve success in the role


Training programs
No more scattergun programs hoping they will somehow `hit the spot’ and increase employee performance and satisfaction. Team trainings are based on teaching strategies based on the critical thinking patterns for success.

Performance Appraisal
Individuals are assessed against the critical ways of thinking (eg goal orientation, or attention to detail or focus on people). Where there is deviation from the critical ways of thinking and behaving, they become goals to be achieved and assessed in the next assessment period.

Succession Planning
The critical thinking styles become the standard with which to train and assess the high potentials
for the position.

A flow chart representing the process of uniting the HR system with the use of iWAM and critical thinking styles of a role:

(N.B MP’s mentioned above ( or Metaprograms) is the technical term for the iWAM thinking styles)

iWAM therefore provides the solution to the following HR issues

  • Who do you interview? Who do you appoint?
  • How do you save company time, money and resources in recruiting?
  • How do you motivate Staff?
  • How do you retain staff?
  • How do you assess the effectiveness of staff?
  • What do you train?
  • How do you know how effective the training has been?
  • How do you reconcile differences in teams?

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