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About Us

In the corporate, the entrepreneurial and the competitive arena of the world today in general, it's as if there are no beginnings and no ends. There is no time for those anymore. There are only middles. And middles, or priority shifts, have become so frequent that for a person, a group of people or an organization to make it through, they need to be not only better than their competition but faster too. This strongly depends on the ability to accumulate muscle memory on how to dismantle and reorganize around the new challenge, mostly an unknown, which requires people doing what they like, people who have the right mindset, people who know how to deal with people and achieve through them, people who are equipped with a competitive soft-skill set that actually works, who know how to innovate, problem solve and who are accountable enough to invent the future.

There are no quick fixes and linear formulas don't work. Proper ingredients and some art do. We've been there, we've done that and we are fully equipped to stand in your and your people's shoes.

The simplest way to put what we do is this: we make people and organizations sustainably stronger than their challenges. We make them able. Response-able.

Responsibility is a mindset, they say. Response-ability though is not just a mindset. The works of David McCLelland reveal that for a person to resourcefully act upon a new challenge, there needs to be three conditions fulfilled: opportunity, desire and know-how.

Noticing the opportunity requires a shift in mindset from victim to accountability. Desire is built early on and must be kept alive throughout the journey until results are final. Know-how is what it takes to behave as one wishes to. Of course, the know-how in question consists of more than hard, technical skills. While these might be important to operate the task itself, in this century, soft has become the new hard, and the determinant of real growth potential. The presence of these three together is what creates successful performance.

What happens before, during and after any training in perspective to McCLelland's conditions is what makes or breaks the learning and development's ROI. The hurdles to a high ROI are many, start way before the participant is in the training room, and remain in effect for a considerable time afterwards.

Do the participants know and believe in the reasons for them to join the training? Do they care to learn? Do they care to change any of their behaviors? Do they see a value in that change compared to the efforts that they would need to put in making it happen? Do they believe that such a change would make a difference? Do they believe it is doable? Are they motivated to try what they have learned? Is the system in which their daily efforts are embedded built in a way that endorses the change in their behavior? Does it help making the learning endure and get benefited from? Will participants remain motivated if and when they try and fail the first few times? Will they be coached along the way and while the changes in mindset and behavior become permanent? Will the learning last through the next shift in priorities? Will the learned skills support the agility required in today's business arena and help accumulate organizational knowledge stamina?

These are a few of the questions that many times, remain unanswered. Alongside the awareness that there will be variables that fall out of our hands, we have devised a system that guarantees the highest ROI for the people we coach, and for the organizations that we partner with, and that prevents their change initiatives from failing.

The system starts by the forgotten basics. It works heavily on shifting mindsets, building desire, fueling motivation to learn and try what was learned, encrypting proven contemporary models in ways that are simple, fun, memorable, and ready-to-use, debriefing successes and coaching challenges, boosting trial efforts, reinforcing learning, measuring impact, and coaching systems for a more effective endorsement and lean-intelligence.

  • We introduce to the Workshop's Big Question.
  • We build mindset, language, and concepts and motivate to own them.
  • We develop the learning muscles' memory.
  • Generally speaking, our workshops are a mix of 20% trainer input to 80% participant interaction - be that through feedback, exercises, coaching or debriefing.
  • All these are distilled into a personal development plan that is then followed up with participants. And to deep-root the learning and boost ROI, many of our clients opt for running boosters and one-on-one coaching sessions a couple of months after the training.

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Quality is the focus of Harrison Assessments

Harrison Assessments focuses on providing the most accurate and effective assessments in the industry by dedicating a large portion of its resources to research, development and user friendly software engineering.

Global Team

Learn more about our founder Dan Harrison, Ph.D. - Organizational Psychology.

Harrison Assessments is fortunate to have a wide variety of talented people working together throughout the world. Each offers extensive expertise in the HA system as well as other specific areas of expertise.

Global Reach

Harrison Assessments is represented in the following countries: Algeria, Australia, Azerbaijan, Bahrain, Bangladesh, Belgium, Brazil, Canada, China, Croatia, Denmark, Egypt, France, Germany, Ghana, Hong Kong, India, Indonesia, Ireland, Italy, Japan, Kenya, Lebanon, Malaysia, Mauritius, Mexico, Myanmar, Netherlands, New Zealand, Norway, Peru, Philippines, Poland, Romania, Saudi Arabia, Serbia, Singapore, South Africa, South Korea, Spain, Sri Lanka, Sweden, Switzerland, Thailand, Trinidad and Tobago, Turkey, United Arab Emirates, United Kingdom, United States and Vietnam.

See a list of available languages Available Languages.

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