Decision Wise Webinar Building An Effective Talent Assessment Process

DecisionWise Webinar: Building an Effective Talent Assessment Process Presented By: Dr. Tracy Maylett, 12‐1 pm Eastern Ed.D, SPHR December 2, 2009 DecisionWise President Moderated by: Charles Rogel, MBA Director of Business Development www.decwise.com | 1.800.830.8086 © DecisionWise, Inc 2009 All Rights Reserved

Members About DecisionWise A Few of Our Clients Leadership Intelligence® History • Talent Assessment • Founded in 1995 • 360-degree feedback • Based in Provo, Utah • Employee Engagement • Clients in over 50 • Leadership Coaching countries in various industries DecisionWise specializes in using assessments and feedback to increase leadership effectiveness and organization performance. We turn feedback into results. ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 2 www.decwise.com | 1.800.830.8086

The Situation What are the greatest people challenges you are you dealing with in your organization? Attracting qualified people Engaging our team Developing managers who can lead people Doing more with fewer resources Providing candid, useful performance feedback Turnover and attrition ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 3 www.decwise.com | 1.800.830.8086

Why Talent Assessment? • Unclear (global) picture of where talent is found • Managers have an incomplete picture of how employees perform: – Inaccurate assessment (and use) of talent – Promotion of “people like me” – Locked into a person versus a pool of talent • No formal process in place results in: – Decreased engagement – Attrition – Poor bench strength – People set up for failure – Decreased profitability – Ineffective training and development $ ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 4 www.decwise.com | 1.800.830.8086

Isn’t this code for “Performance Appraisal?” PERFORMANCE APPRAISAL TALENT ASSESSMENT 1. Individually focused 1. Organizationally focused 2. Generally results in 2. Primarily development vs. administrative action administrative action 3. Top-down, single-rater 3. Multiple assessments involving (manager), single assessment multiple raters 4. Past-focused 4. Future-focused 5. An event 5. A process ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 5 www.decwise.com | 1.800.830.8086

The DecisionWise Talent Assessment Process (TAP) TIP Preparation Assessment (Talent Inventory Development Profile) • Establish Talent • Conduct • Complete Talent • Individual Definitions Psychometric Inventory Profile Debrief Criteria Assessments for each person (participant and • Define • Conduct 360‐ • Provide Talent facilitator) Assessments degree Matrix to • Initial goal • Identify Talent assessment organization development Pool • Conduct • Hold Talent (Participant, • Brief participants Behavioral Review Meeting Facilitator, on the process Interview Supervisor) • Review • Continued Goal Performance Accountability Metrics (if any) • Follow‐up Development Mixed Appraisal ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 6 www.decwise.com | 1.800.830.8086

Preparation Preparation • Mission, Vision, Values • Define what is required for success TODAY? • Establish Criteria TOMORROW? • Define • Match to current competencies (if any) by Assessments • Identify Talent organization, function, team, etc. Pool • Identify assessments • Brief participants • Identify the Talent Pool • Communicate process– what, who, why... ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 7 www.decwise.com | 1.800.830.8086

A Manager’s View of Performance 3‐Year DecisionWise Study‐‐147 Employees Reviewed Performance Metrics and scorecards: Annual Performance Evaluations Production and operational metrics, Quality, Output Focused on the “what” Compared scorecards to 360‐degree feedback: Behavioral “soft” skills Communication, interpersonal skills, initiative, teamwork, leadership, etc. ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 8 www.decwise.com | 1.800.830.8086

Research Findings Performance Appraisal Scores Vs. Multi‐rater Scores 5.00 4.50 4.00 3.50 3.00 Score 2.50 2.00 1.50 Multi-rater Perform Eval 1.00 0.50 0.00 1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61 65 69 73 77 81 85 89 93 97 101 105 Coded Employee Number Based on a three‐year study of 147 employees (DecisionWise, 2009) ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 9 www.decwise.com | 1.800.830.8086

Research Findings • Supervisors didn’t know how their employees were performing • Leaving a “wake of dead”‐‐ Getting results at any cost… – Not with the organization 18 months later – Burned employee, client, customer, patient, and vendor relationships – Decrease in overall operational performance 6 months later – High employee turnover on their teams – Maximized short‐term performance at the expense of sustainable results • Different views of performance True performance = what gets done + how it gets done Operational + Interpersonal ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 10 www.decwise.com | 1.800.830.8086

Who Are the Participants? • Entire organization • Function or group • Identified Hi‐Po Pool • Next‐in‐line • Leadership Development Program participants • Current • Manager recommendations ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 11 www.decwise.com | 1.800.830.8086

What Are we Evaluating? Results + Leadership + Growth Potential KPIs Communication Desire & Career Path Operational Delegation Education & Training Clinical Ethics & Integrity Experience Performance Eval Motivation Relocatability & Adaptability Business Acumen Teamwork Organizational agility Etc... Etc... Etc... ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 12 www.decwise.com | 1.800.830.8086

Assessment Assessment • Common Psychometric Assessments: – Personality preference: MBTI, Hogan (HPI), MMPI • Psychometric – Leadership: DecisionWise Personal Contribution Assessments Profile, 360 feedback, etc. • 360‐degree – Critical Thinking: Watson‐Glaser II, Raven’s Progressive assessment Matrices, Hogan Business Reasoning, IQ, etc. • Behavioral Interview – Emotional Intelligence: BarOn, EQ‐I, NEO, etc. • Performance – Group Interaction: Thomas Kilmann Conflict Mode Metrics (if any) Instrument, MBTI, etc. – Assessment Centers: Related tasks exercises • 360‐degree feedback • KPIs (Key Performance Indicators) ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 14 www.decwise.com | 1.800.830.8086

Administering Assessments‐ Qualifications Level A No special qualifications required; available assessments are limited Level B 4‐year university degree in psychology, counseling, speech‐language pathology, or related field plus completion of coursework in test interpretation, psychometrics and measurement theory, educational statistics, or related area; or license or certification from an agency that requires training and experience in the ethical and competent use of psychological tests. Level C All qualifications for Level B plus an advanced professional degree that provides training in the administration and interpretation of psychological tests, or license or certification from an agency that requires appropriate training and experience in the ethical and competent use of psychological tests. Level S Degree, certificate, or license to practice in a healthcare profession or occupation, including medicine, neurology, nursing, occupational therapy and other allied healthcare professions, physician's assistants, psychiatry, social work; plus training and experience in the ethical administration, scoring, and interpretation of clinical behavioral assessment instruments. (Adapted from Psychological Assessment Resources) ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 15 www.decwise.com | 1.800.830.8086

Behavioral Interview Assessment • 1-3 hours • Further explore results of the assessment • Psychometric • Provide scenarios: Assessments • 360‐degree – Tell me about a time when... assessment – Look at different levels of the response • Behavioral Interview • Require stretching Performance • Break down the barriers • Metrics (if any) • Often requires a good deal of training and skill to conduct in any depth • Develop a common comparison scale ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 16 www.decwise.com | 1.800.830.8086

360‐degree Feedback Measures: • Results Focus • People Skills • Growth Potential • Derailers Raters: • Self • Supervisor • Peers • Direct Reports • Others ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 17 www.decwise.com | 1.800.830.8086

Talent Inventory Profile (TIP)‐ Participant TIP TIP (Talent 1. Psychometric Inventory Profile) Assessments 2. Leadership Intelligence • TIP for each person 360 • Provide Talent 3. Summary of Matrix to Assessment Results organization 4. Goal Planning Steps • Talent Review Meeting ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 18 www.decwise.com | 1.800.830.8086

Talent Inventory Profile (TIP)‐ Organization TIP (Talent Inventory Profile) • TIP for each person • Provide Talent Matrix to organization • Talent Review Meeting ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 19 www.decwise.com | 1.800.830.8086

Interpretation‐ Talent Matrix Results Top High High Performer Growth Potential Strong & Med Steady Low Low Performer Low Med High People ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 20 www.decwise.com | 1.800.830.8086

Interpretation‐ Talent Matrix 100% Results TOP PERFORMERS Growth 80% Potential? STRONG & STEADY 60% 40% 20% LOW PERFORMERS 0% 0% 20% 40% 60% 80% 100% People ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 22 www.decwise.com | 1.800.830.8086

Case Study Should Tom Sellers Be Promoted? Tom Sellers Talent Inventory Profile: Director Financial Operations Background: •Successful track record Talent Review: •5 yrs with the company •Delivers superior results •High growth potential •Poor peer relationships •Seen as a maverick •Overly independent ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 23 www.decwise.com | 1.800.830.8086

Development • Individual Debrief: Development – Facilitator and Participant; 60‐90 minutes – Review all assessments • Individual – Discuss Strengths, Areas for Improvement, Direction Debrief • Goal Development: • Initial Goal – Facilitator, Participant, Supervisor; 30‐60 minutes development • Accountability – The “handoff” ‐ begin goal development • Follow‐up • Accountability‐ Participant and Supervisor continue • Follow‐up: – Development action plan – Follow‐up 360 • Coaching‐ internal or external ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 24 www.decwise.com | 1.800.830.8086

Development Outcomes Resources for managing talent groups Group Description Outcomes Resources • Feedback & Coaching High Gets good results • Executive Mentoring Works well with most people Willing and able to grow Grow • Stretch Assignments Potential • Incentive Pay • Recognition Top Gets excellent results • Autonomy Performer Works well with most people Confident & comfortable at current level Retain • Key Assignments • Above‐Market Pay • Clear Direction Strong & Gets solid results • Training Steady Works well with most people Solid citizen and reliable contributor Engage • • Job Enrichment Competitive Pay • Feedback & Coaching Low Does not produce acceptable results • Quick Turnaround Does not work well with most people Misses the mark Resolve • Better Job‐Person Fit Performer • Transition Plan ©Copyright DecisionWise, Inc., 2009. All Rights Reserved. 26 www.decwise.com | 1.800.830.8086

DecisionWise Webinar: Building an Effective Talent Assessment Process Presented By: Dr. Tracy Maylett, 12‐1 pm Eastern Ed.D, SPHR December 2, 2009 DecisionWise President Moderated by: Charles Rogel, MBA Director of Business Development www.decwise.com | 1.800.830.8086 © DecisionWise, Inc 2009 All Rights Reserved

Decision Wise Webinar Building An Effective Talent Assessment Process

by DecisionWise, Inc.

Accessibility

Categories

Upload Details

Usage Rights

1 Embed 7

Statistics

Decision Wise Webinar Building An Effective Talent Assessment Process Presentation Transcript