Role-Based Assessment: A New Way to Know

Role‐Based Assessment: A New Way to Know How People Will Perform in Teams Dr. Janice Presser, CEO ERE.NET Webinar February 24, 2010, 2‐3pm ET Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Agenda •  TGI Role‐Based Assessment in context •  What TGI Role‐Based Assessment measures –  Coherence –  Role –  Teaming Characteris;cs •  CHI Indicators •  The TGI Role‐Based Assessment Experience •  But wait – there’s more! Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

How many Kmes have you seen… Pre‐hire evaluaKon •  Good ‘ﬁt’ •  Relevant knowledge •  Progressive growth of responsibility •  Excellent resume •  References •  Superb interview Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

How many Kmes have you seen… Pre‐hire evaluaKon On the job •  Good ‘ﬁt’ •  No clear leadership •  Relevant knowledge •  Lacking good judgment •  Progressive growth of •  Missing key goals and responsibility deadlines •  Excellent resume •  Not measuring up to •  References expecta;ons •  Inappropriate workplace •  Superb interview behavior Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Data is not InformaKon •  SMART ≠ MOTIVATED •  EXPERIENCED ≠ PRODUCTIVE •  AGGRESSIVE ≠ EFFECTIVE •  CHARMING ≠ CONSTRUCTIVE •  How much do resumes, interviews, IQ and personality factors tests really tell us about team performance? Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Tradi;onal forms of assessment focus on individual skills and characteris;cs •  These individual measures do not perform well as predictors of ‘teaming characteris;cs’ •  Posi;ve, produc;ve behavior in teams predicts value contribu;on •  Therefore, we need to measure in a new way! Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Behavior Performance Gerber-Presser TGI Role-Based Exec. Behavior Assessment Lowenfield Rorschach Mosaic Gerber Mosaic Gerber-Presser Figures Enhanced EBA Allport Personality Cattell 16PF Values Components Personality Hartman Axiology/EQ 5-Factor Theory Myers- Briggs DiSC Predictive Woodworth MMPI Index (U.S. Army) Pathology Caliper Intellect Raw Material Stanford- Wechsler Binet- Binet IQ WAIS Simon IQ U.S. Army Alpha-Beta 1900 1920 1940 1960 1980 2000 2010 Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

…or…Performance Behavior …or this? Gerber-Presser TGI Role-Based Exec. Behavior Assessment Lowenfield Rorschach Mosaic Gerber Mosaic Gerber-Presser Figures Enhanced EBA Allport Personality Cattell 16PF Values Components Personality This? Hartman Axiology/EQ 5-Factor Theory Myers- Briggs DiSC Predictive Woodworth MMPI Index (U.S. Army) Pathology Caliper Intellect Raw Material Stanford- Wechsler Binet- Binet IQ WAIS Simon IQ U.S. Army Alpha-Beta 1900 1920 1940 1960 1980 2000 2010 Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Behavior Performance Gerber-Presser TGI Role-Based Exec. Behavior Assessment Lowenfield Rorschach Mosaic Gerber Mosaic Gerber-Presser Figures Enhanced EBA Allport Personality Cattell 16PF Values Components Personality Hartman Axiology/EQ 5-Factor Theory Myers- Briggs DiSC Predictive Woodworth MMPI Index (U.S. Army) Pathology Caliper Intellect Raw Material Stanford- Wechsler Binet- Binet IQ WAIS Simon IQ U.S. Army Alpha-Beta 1900 1920 1940 1960 1980 2000 2010 Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Diffuse Coherent Rigid •  A Coherent person has a well‐developed sense of self and others; seeks to contribute •  A Rigid person is self‐involved; is mo;vated to self‐protect by domina;ng/manipula;ng others •  A Diﬀuse person is self‐involved; is mo;vated to self‐protect by misdirec;ng aSen;on Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Create Rivalry and Conflict Synergy Plans Goals Engagement Blame and Rewards Misdirect Victimize and Deprive Vision Objectives Achievement Schedules Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Create Rivalry and Conflict Synergy Plans Goals Engagement Blame and Rewards Misdirect Victimize and Deprive Vision Objectives Achievement Schedules Confuse and Frustrate Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Very diﬀerent people may have the same Role •  Roles align with a group’s universal needs: – Envisioning (or inven;ng) the future – Turning ‘the Vision’ into strategies and plans – Overseeing and guiding the group – Making detailed schedules and assignments – Following plans and geYng things done quickly Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Diﬀerent people are aZracted to diﬀerent types of acKvity: – Crea;ng and building ‘community’ (team spirit) – Iden;fying and solving tough problems – Preserving/providing knowledge and group history – Tending to the needs of others – Searching for new possibili;es, resources, and informa;on Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Role Names •  Envisioning the future ‐ ‐ ‐ ‐ ‐ >  Founder •  From Vision to Strategy ‐ ‐ ‐ ‐ >  Vision Mover •  Big‐picture Guidance ‐ ‐ ‐ ‐ ‐ ‐ >  Vision Former •  GeYng it done! ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ >  AcKon Mover •  Making detailed schedules ‐ ‐ >  AcKon Former •  Crea;ng ‘community’‐ ‐ ‐ ‐ ‐ ‐ >  Communicator •  Solving tough problems ‐ ‐ ‐ ‐ >  Conductor •  Preserving knowledge ‐ ‐ ‐ ‐ ‐ >  Curator •  Tending to needs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ >  Watchdog •  Searching for ‘treasure’ ‐ ‐ ‐ ‐ >  Explorer Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  EXAMPLE: Some Roles are an excellent match to a Customer Service unit –  Communicator –  Conductor –  Ac;on Former •  …and some Roles are NOT! –  Founder –  Vision Mover Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Finer detail of Role and Coherence – Incidence of a secondary Role – ‘Borderline’ Coherence measures •  Role‐ﬁt to job responsibili;es •  Management/Coaching recommenda;ons •  Cau;onary comments Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Finalist Candidates 1 2 3 Personality " " " Knowledge/Skill " " " Career Path " " " " Resume " "  References "  " Interviews "   HIRED! " "  Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Finalist Candidates 1 2 3 Role-Based Rigid; wrong Role; Coherent; wrong Role; Coherent; right Role; Assessment teaming = poor teaming = fair teaming = excellent Personality " " " Knowledge/Skill  " " " Career Path " " " " Resume " "  References " " " Interviews "   " ?" !!

•  He has liSle interest in ﬁnding or ﬁxing other people's problems or of actually doing things that other people want him to do. •  He has liSle interest in organiza;onal tasks, which is going to keep him disorganized in both his approach and his work. •  In general, this candidate is so burdened with problems that he is likely to be a high maintenance employee. Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Finalist Candidates 4 5 6 Role-Based Coherent; right Role; Coherent; right Role; Coherent; right Role; Assessment teaming = excellent teaming = excellent teaming = excellent Personality " " " Knowledge/Skill " " " Career Path " " " " Resume " "  References " " " Interviews " " " HIRED! "  "

•  This candidate is the type of person who can be found in the front of the group with marker in hand, developing a list of things that need to be done or important points or project benchmarks. •  She is the consummate organizer. The key is that she does not organize for the present but as a way of geYng things ready for the future. Her style is one of handling many things simultaneously. Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Human Infrastructure: People, guiding and effecting complex processes, are the infrastructure upon which the success of the organization depends. Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Role‐Based Assessment™ is the founda;on for the CHI Indicators™‐‐ qualita9ve and quan9ta9ve diagnos;c metrics of organiza;onal performance •  The CHI Indicators™ are a high‐value, proprietary means for targe;ng both the causes of, and cures for, organiza;onal performance problems •  Coherent Human Infrastructure = ‘CHI’ Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Analyze teams by the interac;ons required to get their work done •  Assess the team members for their style of interac;on (Role) and Coherence •  Determine your ra;os – exis;ng vs. desired – to iden;fy strengths and weaknesses •  Plan and execute appropriate interven;ons •  Re‐measure and recalculate acer interven;on Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Hiring –  A reliable method for selec;ng new hires from ‘the best of the best’ –  Raise the performance levels of new hires EARLY –  Reduce the cost of the hiring process and risks from failed hires –  Improve overall business performance •  Development –  Use RBA data for management and coaching –  Analyze and repair team performance problems •  OpKmizaKon –  Meet major HR challenges: rapid growth, M&A, downsizing/ outsourcing –  Build a Coherent Human Infrastructure Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

• Pick the Role that you see best ﬁYng you • Make the other three choices, then ? move on to your ? ? next ‘ac;ng job’ ? • If you feel any ;me pressure, ‘check out’ and return later to con;nue Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  UKlize a TGI Business SoluJon at No Cost – Assess 5 candidates for a current hire, or, – Assess 5 candidates for a promo;on •  Discover the RBA value‐add in a real‐world HR decision‐making situaKon – Dodge a bullet – Find an undiscovered ‘gem’ – Compare with and/or augment exis;ng forms of assessment Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  40% of newly promoted managers and executives fail within 18 months of starting a new job Source: Manchester, Inc. •  46% of U.S. new hires must be classified as failures within their first 18 months (fired, pressured to quit, required disciplinary action, etc.) Source: Leadership IQ •  58% of new executives hired from the outside, fail in their new position within 18 months Source: Michael Watkins Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  65% lie on resumes -- the key data source that we rely on to source and narrow down applicants contains untrue information more than half the time Source: The Risk Advisory Group •  Nearly two-thirds of hiring managers come to regret their interview-based hiring decisions Source: DDI Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Change Drives Opportunity •  From worker to knowledge‐worker •  Mul;‐language/mul;‐Cultural workplace •  Baby boom in decline/ ‘Gen Y’ on the rise •  Economic and technological challenges •  Outsourcing and Oﬀshoring •  Global marketplace / Global compe;;on All demand a new way to know who will contribute, and who will not. Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Reduce risk and cost of hiring failures •  Iden;fy and develop the right people for the right jobs •  Diagnose and solve organiza;onal performance problems •  Improve your clients’ ROI in people! Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Provide a compe;;ve advantage •  Solve chronic people problems •  Build new areas of interac;on & trust •  Improve customer loyalty and sa;sfac;on Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

•  Ongoing programs and content –  Online cer;ﬁca;on training –  Personalized, ready‐to‐print marke;ng materials and ready‐to‐use presenta;ons –  Con;nuing educa;on and ‘sales circle’ sessions –  Dedicated client services department Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

TGI’s Global Mission •  Most working people spend more ‘quality ;me’ with their co‐workers than with their families •  When the workplace produces stress and frustra;on, the quality of life at home declines •  Therefore: If TGI can truly make the workplace a beZer place to work, then we will also help to make the world a beNer place to live! Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

Dr. Janice Presser, CEO The Gabriel InsKtute 1515 Market Street, Suite 825 Philadelphia, PA 19102 215‐825‐2500 jpresser@thegabrielins;tute.com Blog: hSp://drjanice.wordpress.com CEO Blog: hSp://ceo2ceo.wordpress.com TwiSer: hSp://twiSer.com/DrJanice LinkedIn Group: www.linkedin.com/groups?gid=1855357 Copyright© 2010, The Gabriel Ins9tute. All Rights Reserved.

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Role-Based Assessment: A New Way to Know

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