Ethnicity Reducing The Effects Of Bias In The Workplace
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Ethnicity Reducing The Effects Of Bias In The Workplace



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Ethnicity Reducing The Effects Of Bias In The Workplace Ethnicity Reducing The Effects Of Bias In The Workplace Document Transcript

  • ©2009 Novations Group, Inc. All rights reserved. Four Stages and Novations are trademarks of Novations Group, Inc. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior permission of Novations Group, Inc., 10 Guest Street, Suite 300, Boston, MA 02135 USA NG214, REV A
  • Ethnicity: Reducing the Effects of Bias in the Workplace The Research Novations Group, Inc., a global talent development firm, partnered with several leading organizations to study employee development and contribution in today’s business world. The research commenced in 2007 and the resulting data set includes information on the contribution and development of over 1,700 managers and direct reports. Participating managers were asked to rank order their direct reports in terms of contribution and performance. By completing a behavioral and competency-based survey about each direct report, managers also assessed how their direct reports contribute to their respective organizations. The direct reports were asked to complete the same survey, providing their own assessment of their contribution. (See Appendixes A, B, and C for complete listings of survey items.) The current research is unique in two ways. First, the data were collected purely for the purpose of research and, therefore, were in no way tied to performance appraisals or 360-degree surveys. Second, because of its ability to provide insight on the behavioral contributions of employees, the Four Stages® of Contribution model was used as the foundation for the current research. © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd 3
  • Ethnicity: Reducing the Effects of Bias in the Workplace The Four Stages of Organizations need employees who are continually learning and willingly accept Contribution Model supervision (Stage 1) as much as they need The Four Stages of Contribution model is employees able to mentor and coach (Stage based on the research of drs. Gene dalton 3). However, the behaviors associated and Paul Thompson and provides a framework with the later stages impact a larger cross- for increasing one’s organizational impact and section of the organization. Therefore, high- influence over time. According to dalton and performing organizations must ensure that Thompson’s research, there is a direct correlation people contributing within each stage are also between a person’s “stage” and his or her developing behaviors associated with the next contribution to the organization. Over the course stage. This stretching and growing prepare of their careers, employees can move through employees to, over time, have greater influence as many as four stages (see Figure 1), although in the organization. As employees develop their organizational needs and employee goals can individual capacity, organizations also increase affect movement between and within the stages. their overall capacity. figure 1 The four STageS® of ConTribuTion Model Stage 1 Stage 2 Stage 3 Stage 4 Contributing Contributing Contributing Contributing Dependently Independently Through Others Strategically • Willingly accepts • Assumes responsibility • Increases in technical • Provides direction to supervision for definable projects breadth the organization • demonstrates success • Relies less on • develops broad • defines/drives critical on a portion of a larger supervision; works business perspective business opportunities project or task independently and and needs • Stimulates others produces significant • Masters basic and through ideas and • Exercises power results routine tasks knowledge responsibly • Increases in technical • Shows “directed” • Involved as a manager, • Sponsors promising expertise and ability creativity and initiative mentor, or idea leader in individuals to prepare • develops credibility and developing others them for leadership • Performs well under a reputation roles time and budget • Represents the pressure • Builds a strong internal organization effectively • Represents the network of relationships to clients and external organization on critical • learns how “we” do groups strategic issues things • Expands strong internal and external networks 4 © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Ethnicity: Reducing the Effects of Bias in the Workplace Link Between Contribution, A manager’s perception of an individual’s capacity to contribute in higher stages then Value, and Performance becomes critical in determining that person’s As an employee moves through the stages, perceived value. The perception of value, which there is an expectation of increased contribution can be distorted by cognitive dissonance through having greater influence (ability to work (inability to accept behaviors inconsistent with through others) and impact (results achieved) in beliefs about certain people), may impact the the organization. As an employee contributes opportunities a person is given for future learning more, it is likely that his or her perceived value and growth. to the organization also increases (see Figure 2). Highly valued employees are those who are able Effects of Race/Ethnicity on to transition (or novate) through stages rather than remaining within a particular stage. For Contribution Perception example, a person who has demonstrated not One of the factors we wanted to explore in our only Stages 1 and 2 capabilities but also Stage research is how different demographic variables 3 capability will be seen as more valuable given may impact perceptions of contribution and his or her ability to contribute through others in value by the manager and the individual. The addition to contributing individually, depending on demographics we gathered included data business needs. on age, tenure, gender, and race/ethnicity, to name of a few. Here we examine how different race/ethnic groups are viewed in terms of figure 2 The relaTionShip beTween ConTribuTion their contribution and therefore value to the and perCeived value organization. We recognize that progress has been made in the workplace relative to race and ethnic diversity over the past decade. Many organizations now recognize that there is inherent business 4 value in having a diverse workforce that is more representative of the broader environment. VALUE Stage - Novation 3 While there may be visible progress in the representation in a given workforce, what is less 2 clear is whether that broader representation is being utilized to achieve better business results. When asked about the value of a diverse 1 workforce, most leaders might mention factors such as creativity, innovation, customer and CONTRIBUTION employee retention, and attraction of talent, as well as additional business opportunities. © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd 5
  • Ethnicity: Reducing the Effects of Bias in the Workplace A study by the Society for Human Resource reports in Stage 1 (dependent contribution) and a Management asked companies to identify how much higher percentage of professionals of color diversity is actively being leveraged to increase in Stage 1. Interestingly, managers rated the competitive advantage. Results showed that only Hispanic/latinos in Stage 3 at a higher rate than 34% of respondents were increasing innovation whites (28.6% vs. 24.6%). by tapping into employees of all backgrounds, In Figure 4, we see that direct reports generally 31% said they were using diverse experience rated themselves as contributing more in Stages levels on projects and assignments, and only 2 and 3. 29% were leveraging diversity to help improve the performance of teams (SHRM/Fortune diversity If we compare the results in Figures 3 and 4, Weekly Survey, August 3, 2004). managers and white direct reports were pretty much “eye to eye” in their ratings of Stage 2 Clearly, there is opportunity to leverage the contribution (managers rated 37.9% of whites contribution of a diverse workforce to a greater in Stage 2, and white direct reports rated degree than 30%. Our research indicates themselves at 39.9% in Stage 2). The same was there is much work to be done to help specific true for managers and Hispanic/latino direct minority groups to be recognized as influential reports for Stage 3 contribution (managers contributors in organizations. rated 28.6% of Hispanic/latinos in Stage 3, and Figure 3 shows the managers’ perceptions of Hispanic/latino direct reports rated themselves their direct reports’ contributions by stage. Note at 30.8% in Stage 3). The largest discrepancy that managers rated 34.4% of their white direct in manager/direct report self-ratings was for figure 3 Manager STage raTingS of direCT reporTS bY raCe/eThniCiTY 6 © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Ethnicity: Reducing the Effects of Bias in the Workplace Asian employees, who saw their contribution If organizations want to leverage their diverse much more in Stage 2 (difference of 11.3 employee populations, then they have to focus percentage points) and Stage 3 (difference of on how the manager’s mindset, or perception of 19.1 percentage points) than did their managers. a person’s capacity and value, may influence the While the managers and the direct report manager’s decisions to provide a professional of Hispanic/latino population roughly agreed on color with opportunities to have greater influence their Stage 3 contribution, the same was not true and impact in the organization. for Stage 2—a difference of 20.7 percentage points! Position and Disposition in Clearly, the large discrepancies in perception of the Workplace contribution seem to be correlated to the race/ A manager’s primary goal is to maximize ethnicity of the direct reports. While organizations employee productivity and development in have likely improved their hiring practices to meeting business objectives. How a manager attract a broader pool of talent over the years, perceives his or her direct reports can greatly our research indicates how much remains to affect this goal, because perception in large part be done to provide growth and development determines how a manager positions employees opportunities for professionals of color to for projects and assignments. Position is “the maximize their contribution to achieve the degree to which an individual’s assignments and competitive advantage so many organizations are support represent platforms for learning—that seeking. figure 4 direCT reporT Self-raTingS bY raCe/eThniCiTY © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd 7
  • Ethnicity: Reducing the Effects of Bias in the Workplace is, stimulate the development of analytical, complicated in a diverse workforce. Our recent operational, and team-related skills” (Novations research data show a trend of managers rating Group, Inc. proprietary concept). When a the contributions of professionals of color as manager is able to recognize and nurture the full lower than the contributions of their white potential of each employee, the business is likely counterparts. The root of this discrepancy is to realize the promised benefits of diversity— difficult to pinpoint, although some factors may access to new markets, innovative problem include: solving, new product development, etc. • Historical bias founded on decades of The goal of an employee ought to be to deliver racial tension quality work and be fairly compensated and • Cultural incongruities that bring to developed by the organization to allow for light a lack of appreciation for different incrementally greater levels of contribution. The approaches/solutions vigor with which an employee pursues this goal • Preoccupation with discrimination (real or is highly influenced by his or her relationship imagined) in the workplace with the manager, and this disposition surfaces in the employee’s performance. disposition is These issues are discussed in more detail next. “the degree to which an individual demonstrates the confidence, determination, and commitment Behavioral Findings necessary to take advantage of all available opportunities for learning, leadership, and How a manager positions direct reports can expanding the range of one’s skills and make a major difference in how those direct capabilities” (Novations Group, Inc. proprietary reports respond to the opportunities provided (or concept) (see Figure 5). not). Is manager “positioning” of direct reports different depending on the specific behaviors being rated? To answer this question, we had figure 5 The poSiTion/diSpoSiTion dYnaMiC to look beyond the broad stage placement Position/Disposition numbers shown in Figure 3 and investigate how employees from different ethnicities were viewed more specifically in terms of their contributions to Position: Disposition: organizational success. We set out to examine The degree to which an The degree to the differences in how behavioral contributions individual’s assignments which an individual were viewed by considering manager responses and support represent demonstrates the to each survey item, which were associated with platforms for learning necessary confidence, 10 competencies. We then reviewed the results determination, and commitment for each competency to determine if there were differences by ethnicity as rated by the manager. Figure 6 shows three specific items of interest that are further discussed in Figures 7, 8, and 9. The position/disposition dynamic can be 8 © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Ethnicity: Reducing the Effects of Bias in the Workplace figure 6 Three SaMple CoMpeTenCieS Competency Item Stage Possible Responses learns how team’s work relates to overall business 1 strategy Acts with an understanding of how the marketplace drives the 2 business Views work from Strategic a “big Thinks beyond the “day-to-day” to take a longer-term view of the Alignment picture” business; ensures that the organization has broad strategies and 3 perspective plans focused on market needs and competitive advantage Ensures that the organization has broad strategies and plans 4 focused on market needs and competitive advantage demonstrates a learning orientation through asking 1 questions of others 2 learns from own successes and mistakes learning learns from Predisposition experience Shares own learning experiences and facilitates learning from 3 others within the group Fosters an organizational environment that encourages and 4 rewards learning Observes and learns from how teammates approach the same 1 tasks in different ways Gathers and applies input from people with different 2 perspectives when doing non-routine tasks Utilizes Values different diversity Organizes work teams to include people with varying perspectives 3 perspectives or backgrounds Reinforces an organizational culture where different approaches 4 to work are seen as a value-add rather than a need for conformity © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd 9
  • Ethnicity: Reducing the Effects of Bias in the Workplace The data show significant differences in the with managerial direction but lack the context “strategic alignment” competency, particularly of how the work fits into the business strategy. between white and black/African American direct Perhaps managers are failing to communicate reports and between Asian and black/African this critical context to all employees; or perhaps American direct reports (see Figure 7).* employees fail to ask the “right” questions about their assignments and miss out on developing a Managers rated the majority (59%) of their black/ better understanding of business strategy. African American reports as “learning how the team’s work relates to overall business strategy,” White and Asian reports were viewed as thinking whereas they rated the majority of their white beyond the task at hand and seeing not only (58%) and Asian (65%) reports as “understanding how their work contributes to the business how the marketplace drives the business” and strategy but also the business from a longer- “taking a longer-term view of the business” (see term perspective, as evidenced by a greater Figures 6 and 7). proportion of the white and Asian direct reports in Stage 3 (see Figure 7). Ideally, the majority of These ratings indicate that managers might employees will function with the “big picture” believe that professionals of color are struggling in mind. Are organizations unfairly selective in to move beyond the learning curve in thinking positioning their employees for development in strategically about the business. The tasks/ strategic alignment? Are professionals of color projects worked on may be done in accordance figure 7 STraTegiC alignMenT CoMpeTenCY *The p-value indicates the likelihood of results occurring by chance. These data show that the likelihood of these differences occurring by chance is very low—0.7% (p = 0.007, Black/African American) and 2.5% (p = 0.025, Asian and Black/African American) direct reports, respectively. 10 © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Ethnicity: Reducing the Effects of Bias in the Workplace struggling to recognize or capitalize on the There are at least three possible explanations for available opportunities? As with any issue of these lower contributions ratings for “learns from position/disposition, the responsibility lies with experience” as well as for other competencies both managers and direct reports. among professionals of color who have met the standard criteria for entry into the high-value jobs The “learns from experience” question also of our survey organizations: stands out as a difference, with managers rating white respondents as contributing in more of 1. Managers’ beliefs are consistent with a Stage 3 manner (e.g., “shares own learning American managerial stereotypes, that experiences and facilitates learning from others is, some groups of color are simply not within the group”) and Asian respondents as capable of succeeding on a par with their contributing more in a Stage 2 manner (e.g., white counterparts: African Americans “learns from own successes and mistakes”) (see are perceived as lazy and less intelligent; Figure 8). Asians are thought to be brainy but not good managers. Whites are assumed to be Black/African Americans, on the other hand, smart and those with natural abilities emerge were more often rated as contributing in a as leaders, entitling them to coveted jobs, Stage 1 manner (e.g., “demonstrates a learning developmental support, and opportunities for orientation through asking questions of others”). upward mobility. figure 8 learning prediSpoSiTion CoMpeTenCY © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd 11
  • Ethnicity: Reducing the Effects of Bias in the Workplace 2. Cultural factors are at work—not just collaboration first and incorporate the contribution factors. For example, the “asking feedback of stakeholders into the early drafts questions” behavior observed by managers of the project. It is easy to see how this latter (who placed such a higher percentage of approach could be read as dependency or African Americans in Stage 1) could be “getting off to a slow start” in an environment understood not as an act of dependency that expects you to work up the premise first, but as a protective device to lower the risk aggressively sell your idea, and then to make of failure in an environment where such edits based on people’s reactions. individuals routinely report feeling unwelcome, In the “values diversity” competency it is unsupported, and under terrific and harsh interesting to note the difference in the ratings as scrutiny. “We get fired for things that others managers believed white respondents more often receive a hand slap.” “gathered and applied input from people with 3. This could be evidence of an archetypical different perspectives when doing non-routine style difference for building consensus, where tasks” (Stage 2). African American, Hispanic/ some groups of people give shape to their latino, and Asian employees were rated as projects first and then ask key stakeholders, more often “observing and learning from how “What do you think about this?” while teammates approach the same task in different other groups do their data gathering and ways” (Stage 1) (see Figure 9). figure 9 valueS diverSiTY CoMpeTenCY 12 © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Ethnicity: Reducing the Effects of Bias in the Workplace do white employees possess a naturally greater Recommendations skill in collecting a diverse set of ideas than African American, Hispanic/latino, and Asian In all cases, race-based differences in ratings and employees, or could it be that professionals stage movement are problematic. long term, of color are learning that asking questions of not only are these nagging disparities destructive colleagues who don’t value your presence gets to both productivity and morale, they are likely construed as Stage 1 behavior? to continue to stoke the fears that suggest that standards must be lowered to better diversify the We also noted that white respondents were also middle and upper ranks of leadership—which rated more often as having a greater impact is the case only in nations where widespread than respondents from other race categories underdevelopment of the people is allowed in terms of working in a way that supports to flourish, and mediocre organizational organizational goals (e.g., strategic alignment) performance is accepted. and understanding different sources of power to accomplish work (e.g., organizational savvy) (see Every generation has its work to do with regard Appendix A). to operating effectively across differences. And the first decade of the twenty-first century has In trying to understand this data, an important witnessed unprecedented strides in securing consideration is the persistent employee parallel rights for some of the most controversial engagement data of minority groups expressing dimensions of corporate diversity—targeted concerns about being marginalized—excluded recruitment for disabled workers, partner benefits from the high-value assignments of the business, for gay and lesbian professionals, parental leave from important communications, and from for fathers, greater consideration for work/life grooming processes that help people understand management for both genders, appointments the subjective aspects of organizational success. to boardrooms for women, and access to the Perhaps the lack of strategic alignment is more C-suite for professionals of color. a reflection of a lack of access to information and support than it is a lack of regard for For the next era of 2010 and beyond, we have organizational goals. four practical recommendations to make. Professionals of color should not be thought of 1. A Balanced Strategy: Manage Position as blameless in all of these debates. While it is and Disposition understandable, it is not acceptable to withhold A balanced understanding of a problem talent because it is not recognized and rewarded distributes responsibility for its solution to fairly. It is not pleasant to enter work every day everyone involved; each party having the wondering whom you can trust as you go about power to substantially alter the situation by your work, yet progress in terms of access and analyzing and adjusting individual behavior inclusion has to be acknowledged and leveraged and outcomes. appropriately. The merging of cultures is a shared responsibility until we get it right. © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd 13
  • Ethnicity: Reducing the Effects of Bias in the Workplace If the goal is to realize the promised ROI often lies within the different ways of thinking on diversity, direct reports and managers about and approaching a body of work. alike must analyze and adjust their own 3. Focus on Excellence contributions to this current gap in perception of employee value. leaders can begin by Install management expectations and bestowing challenging assignments and practices that set the stage for dramatically managerial support in a non-biased way, improved business results. Visibility, that is, providing a diversity of employees communication, and accountability from with platforms for learning the technical and senior leaders are key to achieving a cultural competencies most valued by the competitive and diverse workforce where top organization. This is called “giving position.” talent, regardless of ethnicity, novates from direct reports can start by confronting their stage to stage in desirable ways. Ensure that “disposition” regarding historic and current the diversity strategy is integrated into the workplace treatment and its possible impact company strategy. Make diversity a routine on work ethic, concentration, and risk taking. agenda item at executive meetings and company conferences. Assign clear roles and The imperatives of our national and responsibilities to the senior team regarding international economies make no allowances diversity leadership. Hold managers for injustice or indignation. Financial security accountable for delivering meaningful for individuals and American organizations performance results utilizing their full teams. alike is dependent on our collective will to mind this gap between potential, actual, and 4. Provide Mentoring to Build perceived value of professionals of color. Organizational Capacity 2. Expect Consistent Outcomes from a In these times of high unemployment, Diversity of Approaches technical competence is in ample supply. It is the subjective aspects of leadership, Maintain the same high standards of customer service, team building, and project performance outcomes for everyone while management that cause a professional to affording some cultural and stylistic latitude be seen as having “high potential” or to for how the work is done. If the project is otherwise stand above the crowd. delivered on time, on budget, and within scope, what does it matter that one person Novations describes mentoring as coaching got there by influencing stakeholders one at a and counseling designed to help an individual time and the other built agreement in a team to understand and manage the subjective meeting? aspects of organizational success. The transitions from Stage 2 to Stage 3 to Stage In cases where consistency in process is 4 are no doubt aided by a good mentor. The deemed important, then explain why. “We advice of experienced and wise mentors have always done it that way” is not a valid helps guide choices that are strategically reason. The incremental payoff of diversity 14 © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Ethnicity: Reducing the Effects of Bias in the Workplace figure 10 The relaTionShip beTween poSiTion the goal, helping to close the ratings gaps and diSpoSiTion while simultaneously improving employee engagement scores, enhancing individual position/disposition performance, and importantly, boosting organizational profitability. Positive position—where one is supported and given opportunities to learn—fosters positive disposition. Summary Furthermore, people who display While biases may exist, by implementing the confidence and initiative—positive recommendations outlined, we can reduce the disposition—are the ones who get negative effects of bias in the workplace and subsequent assignments and support that create an environment that allows everyone to do make their positions even better. their best work. On the other hand, when people are not Given the very tight resource limitations with given opportunities to learn and are treated which organizations continue to struggle, full poorly, their confidence and motivation utilization of the available talent is critical. Our are undermined; they develop negative research points out that there is opportunity to disposition. Negative disposition, in turn, increase the contribution and perceived value makes it far less likely people will be given of all employees through ensuring managers learning opportunities and support— are positioning everyone for success, and good positions. that all direct reports are responding with a willingness to learn, develop, and grow their skills. The Four Stages of Contribution model provides a roadmap for more clearly articulating organizational expectations, thereby reducing aligned with the direction in which the the uncertainty and possibility that some groups business hopes to grow, and these mentors may be less aware of what is required in terms of support people in developing an enterprise- development and management support. wide point of view. We should continue to build on the progress Giving position and managing disposition to-date in the workplace. Our competitiveness (see Figure 10), encouraging a diversity of depends on it. approaches, and focusing on excellence are examples of the quality treatment that has long existed informally in what has become known as the good ol’ boys network. No one benefits from shutting down those networks. Being more inclusive and purposeful in the grooming of a broad diversity of talent is © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd 15
  • Appendixes
  • Appendixes Appendix A: Competency Ratings by Direct Report Race/Ethnicity Learning Organizational Technical/ Planning & Strategic Develops Values Influencing Relationship Business Predisposition Savvy Functional Organizing Alignment Capabilities Diversity Building Acumen Expertise ii © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Appendixes Appendix B: Competencies 1. Business Acumen 2. Develops Capabilities 3. Influencing 4. Learning Predisposition 5. Organizational Savvy 6. Planning & Organizing 7. Relationship Building 8. Strategic Alignment 9. Technical/ Functional Expertise 10. Values Diversity © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd iii
  • Appendixes Appendix C: Four Stages Survey Items 1. Learns from experience 4. Understands and manages sources of • Shares own learning experiences and power, information, and influence to facilitates learning from others within accomplish work the group • Uses an awareness of formal and • Demonstrates a learning orientation informal decision making channels to through asking questions of others get things done • Learns from own successes and • Advises others on how formal and mistakes informal organizational structures affect • Fosters an organizational environment business decisions that encourages and rewards learning • Gains a basic understanding of how to get things done in the organization • Does not apply • Champions complex organizational initiatives that have strategic value 2. Values and pursues on-the-job learning activities • Does not apply • Willingly accepts assignments that present relevant learning opportunities 5. Demonstrates technical knowledge • Reinforces the value of active learning • Demonstrates a breadth of technical/ and communicates its organizational functional knowledge outside of core impact specialty • Connects the value of learning with • Has industry-wide perspective and team objectives and business goals broad knowledge of the disciplines • Pursues individual learning most important to the organization opportunities, even if they are outside • Applies basic technical/ functional his/her comfort zone knowledge to complete work • Does not apply • Demonstrates mastery of the technical/ functional skills necessary for 3. Works within organizational culture performing own job • Ensures that the organizational culture • Does not apply supports business objectives • Acts in accordance with written and unwritten cultural norms, rules, etc. • Helps others understand how to navigate the organizational culture • Seeks to understand unwritten rules and work practices • Does not apply iv © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Appendixes 6. Learns/grows in technical areas 9. Works in a way that supports • Actively seeks additional experience organizational goals and knowledge in technical/functional • Seeks to understand how his/her work areas in order to gain expertise contributes to the business • Is considered an expert in his/her field • Keeps team focused on objectives • Embraces and encourages the technical that drive company performance and competence of others as a way to competitive advantage achieve results • Holds others accountable for meeting • Stays abreast of relevant technology the needs of the total business rather advances that can significantly impact than those of the local business unit organizational performance • Aligns own work objectives with • Does not apply the organization’s strategic plan or objectives 7. Prioritizes • Does not apply • Establishes strategic priorities to help people understand which initiatives are 10. Views work from a “big picture” most important perspective • Does not waste time on tasks that yield • Ensures that the organization has broad low value strategies and plans focused on market needs and competitive advantage • Learns to prioritize and work on the most important assignments • Thinks beyond the “day-to-day” to take a longer-term view of the business • Helps people in the workgroup to prioritize their work and manage their • Acts with an understanding of how the time effectively marketplace drives the business • Does not apply • Learns how team’s work relates to overall business strategy 8. Manages time and resources efficiently • Does not apply • Uses resources efficiently and accurately estimates time and effort required to accomplish work • Ensures that organization has people skills and resources to meet business goals • Coaches others in effective planning and time management techniques • Keeps manager informed of delays or potential problems • Does not apply © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd v
  • Appendixes 11. Seeks and provides feedback 14. Respects others’ differences • Seeks developmental feedback • Learns to recognize stereotypes and and focuses on developing relevant how to avoid using them capabilities • Enforces a zero-tolerance policy • Seeks specific feedback about own regarding discriminatory behavior work and takes appropriate action • Facilitates an environment on the team • Coaches others in order to help improve where people are respected regardless their contribution of differences • Ensures that organizational systems • Works effectively with teammates are in place to give every employee regardless of differences feedback and tools to implement • Does not apply development plans • Does not apply 15. Effectively persuades others in the 12. Develops self and others organization • Provides development opportunities to • Secures others’ commitment to achieve others team goals • Develops self as directed by others • Learns how to persuade others to accept his/her position • Focuses on developing self in important ways • Champions initiatives in ways that generate organization-wide support • Champions organizational efforts that support development of all employees • Persuades and enlists others’ support in accomplishing own objectives • Does not apply • Does not apply 13. Utilizes different perspectives • Reinforces an organizational culture 16. Builds influence through credibility where different approaches to work are • Develops effective working relationships seen as a value-add rather than a need with influential others for conformity • Frequently “tests” to see if his/her • Gathers and applies input from people attempts to influence are having the with different perspectives when doing intended effect non-routine tasks • Builds credibility by demonstrating • Organizes work teams to include leadership in a difficult situation people with varying perspectives or backgrounds • Inspires the organization to achieve more than was thought possible • Observes and learns from how teammates approach the same tasks in • Does not apply different ways • Does not apply vi © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd
  • Appendixes 17. Networking capabilities 19. Understands organization’s value • Maintains a broad network of effective proposition internal working relationships • Consistently delivers on the • Utilizes technical and business organization’s value proposition to contacts to meet job responsibilities customers • Develops and utilizes professional • Supports and invests in opportunities relationships outside the company that for long-term organizational value help generate resources or information • Ensures that the work group delivers • Seeks guidance in establishing services in a way that brings out the technical and business contacts inside organization’s value and competitive the organization advantage • Does not apply • Actively tries to learn why customers choose this organization over competitors 18. Builds trust • Does not apply • Works to earn others’ trust • Fosters an organizational environment 20. Keeps up with relevant developments where trust is considered a key factor in • Continually educates team on important building long-term relationships developments within the organization • Facilitates a climate of trust and respect • Learns where to get information about between team members new developments and emerging trends • Builds trust with others by acting • Continually monitors trends, consistently with group/organizational competitors, etc., relevant to own work values and expectations • Continually shares own knowledge of • Does not apply trends, competitors, etc., that affect the organization • Does not apply © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd vii
  • About Novations Group Novations Group, Inc. is a full-service talent development firm. We partner with clients to enhance their organizational performance by creating environments of continuous learning and development for their employees. For over 25 years, our professionals have developed research-based approaches to enhancing organizational performance. Headquartered in Boston, MA, Novations has partnered successfully to implement solutions with over 600 clients from a wide spectrum of industries and trained over 100,000 employees. To find out more about our capabilities, visit our website at or call us at 800.308.2668 for more information. © 2009 NOVATIONS GROUP, INC. All RIGHTS RESERVEd