Presentation by Samantha Carr, Assessment and Business Development Consultant, MAC Assessment & Development. Scientific and rigorous assessments have been shown to increase productivity significantly, reduce costs and grow the bottom line. Join this session to will learn how to conduct effective job analysis, structured interviews and leverage the best assessment methods for organisational excellence.

1. Assessments for high performance workforce
Session Code: HRSA10

2. Assessments for a High
Performance Workforce
Samantha Carr & Robyn Stephenson

3. Agenda
• What will we be discussing today?
• Who is MAC Assessment & Development?
• What does MAC Assessment & Development do?
• Why use assessments?
• High Performance versus High Potential
• What does a High Performance Workforce look like?
• Benefits of a High Performance Workforce
• How does a poorly performing workforce affect the bottom
line?
• Where do assessments fit?
• Assessing for a High Performance Workforce
• Development Centre Case Study
• ROI

4. What will we be discussing today?
Scientific and rigorous assessments have been
shown to increase productivity significantly,
reduce costs and grow the bottom line. How
does one leverage off the best assessment
methods to ensure organisational excellence.

5. Who is MAC Assessment & Development?
Otherwise known as M.A.D
Founded in 2001 by Theresa Cotterrell
Sister company of MAC Consulting
A&DC Preferred Partner in Southern Africa
Industrial Psychologists and Psychometrists

6. What does M.A.D do?
“An empowered organisation is one in which individuals have the
knowledge, skill, desire and opportunity to personally succeed in a
way that leads to collective organisational success”
Stephen R. Covey, Principle-Centred Leadership
It is therefore our business to help our clients identify these
individuals who will drive their organisations to achieve success.

7. M.A.D.’s core business
Assessment
Centres
Development
Centres
A&DC
• Recruitment & Selection
• Employee / Leadership
Development
• Over 250 off-the-shelf
Assessment and Development
Centre exercises

8. Why use assessments?
Objectives:
 Analyse Capabilities & Talents
 Improve Critical Decision Making
 Align the right people to jobs
 Promote employee self-
awareness
Benefits:
 Understand the way in which
people deal with information
and make decisions
 Predict likelihood of success
 Objective comparison
 Improve staff retention
 Employee development
Time Saving

9. High Performance versus High Potential
Not all high performers are high potential
High Performer
An individual who is a key contributor to
the organisation’s success and who
demonstrates a high level of
performance in their current role.
High Potential
An individual who has the ability,
potential and aspiration for leadership
positions within an organisation. They
have a natural ability in higher level
tasks.

10. High Performance versus High Potential
Low
Performance
High
Performance
Low
Potential
High
Potential
High standard of
work but may lack
the skills, drive or
desire to move up
within the business
Often take on
leadership roles
and show drive and
ability to handle
complex roles
Little or no drive or
ability for variation
in roles with
consistently
unsatisfactory
results
Show a natural
ability in higher
tasks but show
inconsistent
success in their
current roles

11. What does a High Performance Workforce
look like?
Common purpose or goal
Relationships based on trust and respect
Thorough planning process
Incorporate others’ ideas
Effective communication
Value interdependence
Continuous problem solving
Involvement in decision making
Identify and resolve conflict
Continuous improvement

12. Benefits of a High Performance Workforce
High
Performance
Successful
Team
Functioning
Developing
the Leaders of
Tomorrow

13. Benefits of a High Performance Workforce
High
Performance
Workforce
Increased
Productivity
Increased
Profitability
Improved
Morale
Increased
Staff
Retention
Job
Satisfaction
Common
vision and
team
values
Organisation
Loyalty

14. How does a poorly performing workforce
affect the bottom line?
• Money wasted by selecting the wrong candidate or
spending money on training them to the work at the
appropriate level
• Low productivity and quality while a poor performer
is in the role
• Lost opportunities with potential customers or clients
• Poor morale amongst other staff members as they
are left to pick up the slack
• Dissatisfied customers

15. Where do assessments fit?
Organisations can improve their overall
performance by hiring candidates who meet the
required competencies identified for success in
the role, and they can also design programs to
develop the essential competencies that will
assist high performers to rise to the next level

16. Where do assessments fit?
People are the key to any organisation
Hiring and developing the right people is crucial for the success of
your company
Assessing for
Selection
Assessing for
Development
Can he meet the job
related competencies?
Does the candidate
have the right skills?
Is there organisational
culture and strategy fit?
Identify strengths and
development areas
relevant to next level
Develop Personal
Development Plans

17. Assessing for a High Performance
Workforce
Holistic
Assessment
Model

18. Assessing for a High Performance
Workforce

19. Assessing for a High Performance
Workforce

20. Values &
Interests
Interest & Values
Questionnaires
Assessing for a High Performance
Workforce

21. Assessing for a High Performance
Workforce

22. Assessing for a High Performance
Workforce

23. Development Centre Case Study
• 27 candidates identified to be part of a ‘High-Flyer’ programme
• 6 company competencies were identified and linked to clear
behavioural descriptors
Leading Others
Strategic Thinking
Dealing with Complexity
Relationship Building
Commercial Awareness
Driving & Embracing Change

24. What this actually looks like
Candidate
Identification
Conducting the
Development
Centre
Integration of
Results
Development
Report Write
Up
Candidate
Feedback
Line Manager
Feedback
Personal
Development
Plans

25. 29%
48%
20%
Skills
Knowledge
Values
Self-Image
Traits
Motives

26. Where do we get the information from?
Job
Challenges
Competencies Knowledge
Personal
Attributes
What I have done
What I know
What I am
capable of
Who am I

27. Where do we get the information from?DevelopmentCentre
Interview
Competencies
Personal
Attributes
Knowledge
Job Challenges

28. Where do we get the information from?DevelopmentCentre
Competencies
Personal
Attributes
Cognitive Process Profile
Non-Assigned Role
Group Discussion
Analysis Exercise and
Presentation
EQ-I 2.0

29. Where do we get the information from?Interview
Knowledge
Job Challenges
Line Manager
Questionnaire
Biographical
Questionnaire
Feedback with
Candidate and
Line Manager

30. Integrating the Information
Competency
Analysis
Exercise
Group
Discussio
n
Cognitive
Process
Profile
EQ-I2.0
Leading Others
Strategic Thinking
Commercial Focus
Dealing with
Complexity
Relationship Building
Driving & Embracing
Change

31. What did we get out of the Development
Centre?
0
1
2
3
4
5
Overall
Significant Development Area
Strength

32. 0 10 20 30 40 50
Negative ROI
No Returns
Small Positive ROI
Moderate Positive ROI
Substantial Positive ROI 29%
48%
20%
3%
1%
Overall Return on Investment (ROI)
Global Survey of Assessment Centre Practises – A & DC 2012

34. Assessments for high performance workforce
Session Code: HRSA10