Lominger Overview

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Lominger Overview

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

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