• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Lominger Overview
 

Lominger Overview

on

  • 48,607 views

 

Statistics

Views

Total Views
48,607
Views on SlideShare
48,590
Embed Views
17

Actions

Likes
8
Downloads
305
Comments
1

2 Embeds 17

http://www.linkedin.com 13
http://www.slideshare.net 4

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • Thank you for this fantastic overview!
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Lominger Overview Lominger Overview Presentation Transcript

    • Lominger Overview
    • The Founders
      • Founded in 1991 by Mike Lombardo and Bob
      • Eichinger. Lombardo was Director of Research at
      • the Center for Creative Leadership for 15 years and
      • over saw the most exhaustive research ever
      • conducted on leadership success.
      • Eichinger served as head of O.D. for Pepsi and
      • was a successful international consultant.
    • The Vision
      • Turn the extensive research conducted at
      • CCL into a suite of HR tools that would help
      • HR professionals become business partners.
      • Overtime the tool set was expanded to include
      • organizational assessments.
    • Lominger Advantages
      • 1. Total Suite of integrated Business/HR Tools including instruments for selection, Performance Management, Personal Development, Team Performance, Change Management and Succession Planning.
      • 2. Competency Model involved over 15 years of research conducted at the Center for Creative Leadership.
      • 3. Process allows organizations to select a set of Competencies (success profiles) that can be directly linked to improved Organizational Capability and Results.
      • 4. Competencies have been correlated and validated to Performance, Potential, Relationship Skills, Emotional Intelligence and Myers Briggs.
    • Lominger Advantages - Continued
      • 5. Competencies are weighed by difficulty to learn which has implications for both selection and the effort required to develop individuals.
      • 6. Each competency has a set of practical remedies and assignments that can be included in a Personal Development Plan.
      • 7. Certification is required on 50% of the instruments, but no recertification is needed.
      • 8. Most instruments available in paper, electronic and web based applications.
    • Lominger Advantages - Continued
      • 9. Multi-Rater feedback tool asks both importance and skill
      • level helping individuals target the biggest gaps between
      • Importance and Skill.
      • 10. Software allows you to run a Team Profile Report.
      • 11. The instruments can be translated backwards and forwards
      • through Lomingers’ Translator software.
      • 12. Tools can stand alone or work as an integrated tool set.
    • Summary of Lominger Competency Research
      • Hand out
      • Lominger Interpretation
      • Guides
    • Lominger Competency Research - Continued
      • Lagging, Leveraging and Leading competencies
      • Competencies that differentiate high performance from average performance
    • Selecting Competencies - Common Mistakes
      • Select lagging indicators - threshold competencies that everyone needs, but almost everyone has. Example: Integrity
      • Fail to select leveraging indicators - competencies that make a difference in performance, but most do not have. Example: Conflict Management
      • Fail to select leading indicators - competencies that will be required in the future, but not required today and very few either have them or are working on them. Example: Developing Direct Reports or Creativity
    • Using Competencies for HR Alignment
      • Firms average 27% higher gains when HR system elements are aligned (As opposed to chasing best practices in each people initiative).
      • Overall HR/OD agendas and activities impact business performance by approximately 10%.
    • Using Competencies for Alignment
      • Assessment Selection Promotion Performance
      • (30-67) (6-10) (10-15) (4-6)
      • Lagging Lagging
      • Leveraging Leveraging Leveraging Leveraging
      • Leading Leading
    • Which Competencies Differentiate High Performance Vs. Average (See Handout)
    • High Performance and the Bottom Line
      • What is One Standard Deviation Worth in Contribution/Results for Specific Jobs .
      • Non - sales Jobs 19 - 48%
      • Sales Jobs 48 - 120%
      • Computer Programmers 320%
      • Engineering/Construction 47%
    • Use “Success” Profiles to Select the Competencies that:
      • Support improved performance.
      • Help develop important organization capabilities needed for the business to succeed.
      • Go beyond the typical price of entry skills to those that predict success.
      • Help select the “right” person for the position.
    • Success Profiles
          • Core competencies
          • Level specific competencies
          • Job specific competencies
    • Using Success Profiles (Alignment)
      • Selection
      • Performance
      • Development
      • Promotion
      • Succession Planning
    • The Lominger Tool Set
    • Tools - Creating Competency Based Success Profiles
      • Tool:
      • Competency sort cards
      • No certification
      • • Expert panels conduct relative card sorts to determine which of the competencies are most predictive of future success in a specific job or organizational level.
      • Note: Job descriptions focus on the price of entry skills but are not very predictive of future success.
    • Tools - Competency Sort Cards Continued
      • Include:
      • • 67 Behavioral Skills
      • • Each sort card describes skilled, unskilled
      • and overuse
      • • 19 Career Stallers
    • Tools - Creating Success Profiles
      • Tool - Success Profile Architect
      • (SPA) - Annual Subscription
      • No Certification
      • Web based
      • Merge existing expert profiles and research in Lominger data base.
      • Can select from a variety of criteria including industry, job culture, etc.
    • Tools - Continued
      • Tool - Translator software. Certification required
      • • Allows you to translate Lominger assessment instruments to
      • competencies. You can also reverse translate from
      • competencies to other assessments.
      • • Translators available for
        • - Myers-Briggs the indicator
        • - Clark Wilson Architect
        • - Burke’s LPS
        • - Others
        • • Custom translation - service
    • Tools - Continued
      • Tool - FYI For Your Improvement
      • No Certification
      • • Easy to use coaching and development tool for
      • leaders and coaches.
      • • Includes development tips for all 67 competencies, 19
      • career stallers and 9 performance factors.
      • • Describes unskilled, skilled, overuse and typical causes.
      • • Includes several coaching tips and suggested references.
    • Tools - Continued
      • Tool - Development Planner
      • Certification Required
      • • Expanded version of FYI for OD and training
      • professionals.
      • • Full job changes and in-place stretch assignments are
      • correlated to all competencies.
      • • Can be used to develop high potentials.
    • Tools - Continued
      • Tool - Voices 360° feedback and Development Tracker.
      • Certification Required
      • • Can select from all competencies, stallers and performance
      • factors in the Lominger library. Can also add custom
      • competencies.
      • • Raters include boss, self, direct reports, peers, customers
      • (internal or external) and others.
      • • Can choose from 16 sub reports.
    • Tools - Continued
      • Tool - Voices continued
      • • Built in confidentiality
      • • Surveys forwarded to raters email address
      • • 30-45 minutes to complete
      • • Notes option for raters
      • • Validated normative data
      • • Software allows you to run a group report
    • Tools - Continued
      • Tool - Voices Continued
      • • Asks two questions:
      • Importance for success and current skill level
      • • Uses a 5 point scale
      • • Important sub reports analyze:
      • - Self awareness
      • - Gap analysis on importance vs. skill
      • - Skill rating by the type of rater (relationship)
      • - Development opportunities
    • Tools - Continued
      • Tool - Voices Development Tracker
      • • Uses Voices software to follow up on an
      • individuals targeted development plan.
      • • Ask raters to score progress after 6-9 months.
      • • Can help produce a ROI.
    • Tools - Continued
      • Tool - Success Factors
      • Performance Manager (must utilize Success Factors)
      • • Uses Lominger performance factors, competencies and
      • remedies in Success Factors web based design.
      • • Provides year-round tracking.
      • • Provides writing assistance for each rating that is legally
      • compliant and politically sensitive. Saves 40% of time
      • required.
    • Tools - Continued
      • Tool - Interviewing/Interviewing Express
      • Certification Required
      • • Paper based handbook or on line web based.
      • • Provides behavioral structured interview questions,
      • probes and both positive and negative themes to look for
      • and rating for each competency.
      • • Standard interviews based on job descriptions are only
      • 2% better than flipping a coin. Behavioral structured
      • interviews are more effective than assessment centers.
    • Tools - Continued
      • Tool - Organizational Cultributes Architect
      • Certification Required
      • • Identifies 80 organizational capabilities and cultural
      • attributes that are linked to 16 themes.
      • • Helps organizations identify and focus on specific
      • cultributes needed to support the business strategy.
      • • Can be easily translated to the leadership skills needed to
      • support improved organization performance.
    • Tools - Continued
      • Tool - Changeable Architect
      • Certification Required
      • • Identifies 70 factors linked to 14 themes that
      • help organizations assess their readiness for
      • change.
      • • Can help organizations target change challenges.
      • • 70% of organizational change efforts fail.
    • Tools - Continued
      • Tool - Team Architect
      • Certification Required
      • • Provides an assessment on several factors
      • attributed to high performance teams.
      • • Uses a gap analysis.
      • • Assessment surveys can be completed on line.
      • • A separate FYI for teams provides suggested
      • remedies.
    • Tools - Continued
      • Tool - Choices Architect
      • Certification Required
      • • Is 2 times more predictive of potential than IQ.
      • • Uses 80 factors that determine how learning
      • agile the individual is.
      • • The 80 factors fall into 4 themes: mental agility,
      • people agility, change agility and results agility.
      • • Used for succession planning and individual
      • development.
    • Tools - Continued
      • Tool - Choices Continued
      • • Provides a separate FYI that provides remedies
      • that help you improve your learning skills.
      • • A separate interviewing tool is also available.
      • • Choices is available in card sorts, paper
      • questionnaires or on-line surveys.
    • Tools - Continued
      • Tool - Learning Architect
      • Certification Required
      • • Identifies how you learn by assessing 48 learning
      • tactics.
      • • Assess your skills, methods and preferences.
      • • Assess how you learn from experience.
      • • Assess what you misuse or underuse.
      • • Provides learning tips.
    • Why Should We Care? Building the Business Case for Investing in People.
      • • Key findings 1991 - 2003
      • ( Huselid and Becker)
      • • Improving people architecture by 35%
      • (1 standard deviation) Linked to a 10-20% increase in shareholder value.