Role‐Based Assessment: 
            A New Way to Know 
       How People Will Perform in Teams 

Dr. Janice Presser, CEO 
...
Agenda 

•  TGI Role‐Based Assessment in context 
•  What TGI Role‐Based Assessment measures 
  –  Coherence 
  –  Role 
 ...
Role-Based
Assessment
 in Context


 Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
How many Kmes have you seen… 
  Pre‐hire evaluaKon 
•  Good ‘fit’ 
•  Relevant knowledge  
•  Progressive growth of 
   res...
How many Kmes have you seen… 
  Pre‐hire evaluaKon          On the job 
•  Good ‘fit’                •  No clear leadership...
Data is not InformaKon 

•  SMART  ≠ MOTIVATED 
•  EXPERIENCED  ≠ PRODUCTIVE 
•  AGGRESSIVE  ≠ EFFECTIVE 
•  CHARMING  ≠ C...
•  Tradi;onal forms of assessment focus on 
   individual skills and characteris;cs 
•  These individual measures do not p...
Behavior                                                                                                    Performance
  ...
…or…Performance
 Behavior
                                                                                                ...
Behavior                                                                                                    Performance
  ...
What you
measure
 is what
you get. 


Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
• Coherence 
• Role 
• Teaming CharacterisKcs 


               Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserve...
Coherence 



 Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Diffuse             Coherent                                            Rigid



•  A Coherent person has a well‐developed...
Goals


             Vision

Objectives




                Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Synergy                 Plans

          Goals
                  Engagement
Rewards
                    Vision

    Object...
Synergy                 Plans

                       Goals
                               Engagement
Blame and    Rewards...
Create Rivalry and Conflict



               Synergy                  Plans

                       Goals
               ...
Create Rivalry and Conflict



               Synergy                  Plans

                       Goals
               ...
Create Rivalry and Conflict



               Synergy                    Plans

                       Goals
             ...
Create Rivalry and Conflict



               Synergy                    Plans

                       Goals
             ...
Demean   Discourage




             Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Demean   Discourage




Manipulate                                                     Micromanage




                   ...
Demean             Discourage




Manipulate                                                                     Micromana...
Demean             Discourage




Manipulate                                                                     Micromana...
Demean             Discourage




Manipulate                                                                     Micromana...
Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Acknowledge




              Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Organize   Empower




Acknowledge




                           Copyright© 2010, The Gabriel Ins9tute.  All Rights Reser...
Organize   Empower




Acknowledge                                                         Respect




                   ...
Organize          Empower




Acknowledge                                                                        Respect

...
Organize          Empower




Acknowledge                                                                        Respect

...
Organize          Empower




Acknowledge                                                                        Respect

...
Organize          Empower




Acknowledge                                                                        Respect

...
Organize          Empower




Acknowledge                                                                        Respect

...
Organize          Empower




Acknowledge                                                                        Respect

...
Organize          Empower




Acknowledge                                                                        Respect

...
Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Role 




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;...
•  Different people are aZracted to different types 
  of acKvity: 
  – Crea;ng and building ‘community’ (team spirit) 
  – ...
Role Names
                               
•    Envisioning the future ‐ ‐ ‐ ‐ ‐  >  Founder 
•    From Vision to Strategy...
•  EXAMPLE: Some Roles are an excellent match 
 to a Customer Service unit 
  –  Communicator 
  –  Conductor 
  –  Ac;on ...
Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Teaming
Characteristics 




  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
•  Finer detail of Role and Coherence 
  – Incidence of a secondary Role 
  – ‘Borderline’ Coherence measures 
•  Role‐fit ...
Finalist
    Candidates    1     2                                       3


Personality
                  "   "      ...
Finalist
    Candidates           1                     2                       3
  Role-Based      Rigid; wrong Role;   C...
•  He has liSle interest in finding or fixing other 
   people's problems or of actually doing things 
   that other people ...
Finalist
   Candidates            4                         5                      6
 Role-Based       Coherent; right Rol...
•  This candidate is the type of person who can be 
   found in the front of the group with marker in 
   hand, developing...
Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
CHI
Indicators™ 




 Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Human Infrastructure:
People, guiding and effecting complex
processes, are the infrastructure upon which
the success of th...
•  Role‐Based Assessment™ is the founda;on for 
  the CHI Indicators™‐‐ qualita9ve and 
  quan9ta9ve diagnos;c metrics of ...
•  Analyze teams by the interac;ons required to 
  get their work done 
•  Assess the team members for their style of 
  i...
Coherence Data Summary 




                          Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Role DistribuKon: AcKon Team 




                                Copyright© 2010, The Gabriel Ins9tute.  All Rights Reser...
•  Hiring 
    –  A reliable method for selec;ng new hires from ‘the best of the 
       best’ 
    –  Raise the performan...
Using
 Role-Based
Assessment                                                        




 Copyright© 2010, The Gabriel Ins...
• Pick the Role that 
                      you see best fiYng 
                      you 
                 • Make the othe...
Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
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...
But wait...there’s more!



      TGI
  is looking
   for help 



   Copyright© 2010, The Gabriel Ins9tute.  All Rights R...
•  40% of newly promoted managers and
  executives fail within 18 months of starting a
  new job Source: Manchester, Inc.
...
•  65% lie on resumes -- the key data source that
  we rely on to source and narrow down applicants
  contains untrue info...
Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
Change Drives Opportunity 
•  From worker to knowledge‐worker 
•  Mul;‐language/mul;‐Cultural workplace 
•  Baby boom in d...
•  Reduce risk and cost of hiring failures 
•  Iden;fy and develop the right people for the 
   right jobs 
•  Diagnose an...
•  Provide a compe;;ve advantage 
•  Solve chronic people problems 
•  Build new areas of interac;on & trust 
•  Improve c...
•  Ongoing programs and content 
  –  Online cer;fica;on training 
  –  Personalized, ready‐to‐print marke;ng materials 
  ...
TGI’s Global Mission 
•  Most working people spend more ‘quality ;me’ 
   with their co‐workers than with their families 
...
Dr. Janice Presser, CEO 
              The Gabriel InsKtute 
            1515 Market Street, Suite 825 
               Phi...
A New Way to Know…
…how people will perform 
                         
      in teams.




                     Copyright©...
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Role-Based Assessment: A New Way to Know

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ERE Webinar from 2/24/2010 presented by Dr. Janice Presser.

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  • The Hartman's Axia Profile is inaccurately placed on slides 8 - 10. Based on Nobel-Prize-nominated research, this unique assessment is constructed on the science of Axiology, which enables us to identify the internal valuing system that influences our perceptions (attitudes), decisions and actions, basically “Why” we do what we do. Unlike typical profiling tools which observe and corroborate, the Axia profile consistently measures and predicts mathematically those value drivers which influence all of our behaviours. Axiological knowledge is therefore objective, independent from any observer and empirical.
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Role-Based Assessment: A New Way to Know

  1. 1. 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. 
  2. 2. 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. 
  3. 3. Role-Based Assessment in Context Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  4. 4. 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. 
  5. 5. 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. 
  6. 6. 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. 
  7. 7. •  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. 
  8. 8. 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. 
  9. 9. …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. 
  10. 10. 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. 
  11. 11. What you measure is what you get.  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  12. 12. • Coherence  • Role  • Teaming CharacterisKcs  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  13. 13. Coherence  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  14. 14. 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. 
  15. 15. Goals Vision Objectives Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  16. 16. Synergy Plans Goals Engagement Rewards Vision Objectives Achievement Schedules Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  17. 17. Synergy Plans Goals Engagement Blame and Rewards Victimize Vision Objectives Achievement Schedules Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  18. 18. Create Rivalry and Conflict Synergy Plans Goals Engagement Blame and Rewards Victimize Vision Objectives Achievement Schedules Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  19. 19. 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. 
  20. 20. 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. 
  21. 21. 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. 
  22. 22. Demean Discourage Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  23. 23. Demean Discourage Manipulate Micromanage Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  24. 24. Demean Discourage Manipulate Micromanage Inhibit or Compartmentalize Team Synergy Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  25. 25. Demean Discourage Manipulate Micromanage Inhibit or Compartmentalize Team Synergy Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  26. 26. Demean Discourage Manipulate Micromanage Inhibit or Compartmentalize Team Synergy Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  27. 27. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  28. 28. Acknowledge Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  29. 29. Organize Empower Acknowledge Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  30. 30. Organize Empower Acknowledge Respect Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  31. 31. Organize Empower Acknowledge Respect Lead, Inspire, Engage, Integrate, Motivate Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  32. 32. Organize Empower Acknowledge Respect Lead, Inspire, Engage, Integrate, Motivate Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  33. 33. Organize Empower Acknowledge Respect Lead, Inspire, Engage, Integrate, Motivate Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  34. 34. Organize Empower Acknowledge Respect Lead, Inspire, Engage, Integrate, Motivate Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  35. 35. Organize Empower Acknowledge Respect Lead, Inspire, Engage, Integrate, Motivate Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  36. 36. Organize Empower Acknowledge Respect Lead, Inspire, Engage, Integrate, Motivate Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  37. 37. Organize Empower Acknowledge Respect Lead, Inspire, Engage, Integrate, Motivate Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  38. 38. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  39. 39. Role  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  40. 40. •  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. 
  41. 41. •  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. 
  42. 42. 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. 
  43. 43. •  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. 
  44. 44. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  45. 45. Teaming Characteristics  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  46. 46. •  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. 
  47. 47. Finalist Candidates 1 2 3 Personality " " " Knowledge/Skill " " " Career Path " " " " Resume " "  References "  " Interviews "   HIRED! " "  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  48. 48. 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 "   " ?" !!
  49. 49. •  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. 
  50. 50. 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! "  "
  51. 51. •  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. 
  52. 52. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  53. 53. CHI Indicators™  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  54. 54. 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. 
  55. 55. •  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. 
  56. 56. •  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. 
  57. 57. Coherence Data Summary  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  58. 58. Role DistribuKon: AcKon Team  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  59. 59. •  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. 
  60. 60. Using Role-Based Assessment   Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  61. 61. • 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. 
  62. 62. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  63. 63. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  64. 64. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  65. 65. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  66. 66. •  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. 
  67. 67. But wait...there’s more! TGI is looking for help  Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  68. 68. •  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. 
  69. 69. •  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. 
  70. 70. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 
  71. 71. 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. 
  72. 72. •  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. 
  73. 73. •  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. 
  74. 74. •  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. 
  75. 75. 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. 
  76. 76. 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. 
  77. 77. A New Way to Know… …how people will perform    in teams. Copyright© 2010, The Gabriel Ins9tute.  All Rights Reserved. 

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