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Balametric Analysis

Balametrics


Balametric analysis provides an alternative to traditional question-based assessments of individuals and employees, by focusing on the actual decision-making process employed by a given candidate to facilitate insight into their own expressed preferences. The model integrates the candidates’ own active and passive values; their level of commitment to each of the variables in question and also the strength of feeling associated with each item.

Originally developed as an alternative to psychometric analysis, (which in the workplace deals with relatively enduring characteristics of psychological measurement); balametric profiling has most commonly been used to uncover the implications of behavioural preferences for both individuals and groups. It provides a focus on what can actually be influenced and developed and looks at individual behaviour since this can be varied and developed. The methodology doesn’t limit feedback to a set of ‘prescribed selections’ instead candidates are profiled using a cause and effect analysis which acknowledges their unique priorities related to a number of occupationally relevant themes.

Behaviourally based balametric assessment aims to deliver a non-critical summary of what each individual feels is important for success in their work situation – generating their own occupational ‘blueprint’. The process actively encourages an open reflection about perceived capabilities & talents and then forces each candidate to recognise the consequences of their own selections.

Used in a professional, empathetic and ethical way; behavioural development can be used to improve organisational performance by making more effective use of the talent, creativity and diversity of the workforce.

Balametric analysis was developed in the late 1990’s by Chris Watson of Endor Learning & Developmentin the UK. It has been adopted as the primary assessment methodology for Revelation Talent Management ® reporting. Revelation is an innovative talent management system, which aims to support employee performance discussions during appraisals, coaching, performance management, 1-1’s, succession planning, training needs analysis and supervisions. It recognises employee strengths and abilities and then provides practical ideas to extend their performance in role. All of the transferable behavioural data included in this system was tested across the UK during a 3 year trial period. Additional research and support during this research and development was received from: Design Enterprise Centre, University of Hull, Computer Sciences Department, The Innovation Centre, The UK Knowledge Transfer Agency.

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