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Sample Slides From Using Personality Trait Assessments For Talent Selection & Development


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These are a few slides from my presentation on how to utilize a personality trait assessment to enhance the talent selection and development process in any organization. The right talent plus the right development drives employee engagement and results.

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Sample Slides From Using Personality Trait Assessments For Talent Selection & Development

  1. 1. Using Personality Trait Assessments for Hiring & Developing Talent<br />QUEST Rochester’s HR NetworkApril 20, 2011<br />Tina Smagala<br />610 Main Street | Suite 100 | Buffalo NY 14202 | <br />Buffalo Office: (716) 845-5548 | Rochester Office: (585) 721-6538<br />1<br />
  2. 2. Employee Engagement<br />“Engagement means a deep connection between who the person is and what the <br />person does. Engaged employees do not do their jobs because they are paid or <br />because it's their responsibility - even though, of course, we all must make a living <br />and we all have responsibilities.  <br />Instead, engaged individuals work because they breathe. They do their jobs because that is who they are. And because their personal and professional personas are deeply and closely tied, their jobs do become personal.”<br />Cristina Wildermuth, Ed.D., SPHR<br />Assistant Professor at the School of Education<br />Drake University<br />2<br />
  3. 3. 3<br />2011 Top HR Concerns<br />Cristina Wildermuth, Ed.D., SPHR<br />March 20, 2011 Survey via Linked: HR<br />What are your top 2011 concerns? <br />642 HR professionals participated the survey.<br /><br />
  4. 4. 4<br />What You See Is Not What You Get<br />Performance<br />Behaviors<br />Experience<br />Cognitive Ability<br />Emotional Intelligence<br />Values & Beliefs<br />Personality Infrastructure<br />
  5. 5. 5<br />Our Favorite Assessments<br />360 Degree Surveys<br />Performance<br />DiSC® <br />Behaviors<br />Behavior-Based Interviews & Reference Checks<br />Past Experiences<br />Cognitive Ability<br />Watson Glaser<br />Critical Thinking Appraisal®<br />Emotional Intelligence<br />Emotional Competency Inventory® & 360 Degree Surveys<br />Values & Beliefs<br />StrengthsFinder 2.0®<br />Personality Infrastructure<br />Workplace Big Five Profile 4.0®<br />
  6. 6. 6<br /> Validity in Predicting Job Performance <br />Source: CareerXact (2004)<br />
  7. 7. Job Fit Analysis<br />7<br />
  8. 8. Hiring the Right Talent<br />Assess business needs.<br />Profile what you expect the person to <br />do and how you expect him or her to be.<br />Use the right recruiting sources, interview, <br />reference check process, and job-fit analysis.<br />Hire the right person for the job. <br />Assess<br />Design<br />Build<br />Install<br />
  9. 9. 9<br />Design Job Profile<br />
  10. 10. Workplace Big Five Profile 4.0<br />Personality Trait Assessment <br />Created in 2001 by Centacs<br />Most valid and reliable personality assessment *<br />5-Factor Model of Personality<br />5 Primary Traits & 23 Secondary Traits<br />54 Workplace Competencies <br />10-15 min. online assessment <br />107 questions <br />likert scale response from strongly agree to strongly disagree<br />Applications<br />Competency Development<br />Talent Selection<br />Succession Planning<br />Leadership Development<br />Team Building<br />1:1 Coaching<br />10<br />*Center for Creative Leadership now endorses <br /> and uses WB5P instead of MBTI<br />
  11. 11. 11<br />Workplace Big Five Profile 4.0<br />N<br />E<br />O<br />A<br />C<br />Need for Stability<br />Extraversion<br />Originality<br />Accommodation<br />Consolidation<br />Worry<br /> Intensity<br /> Interpre- tation<br /> Rebound <br /> Time<br />Warmth<br /> Sociability<br /> Activity Mode<br /> Taking Charge<br /> Trust of Others<br /> Tact<br />Imagination<br />Complexity<br />Change<br />Scope<br />Others’ Needs<br /> Agreement<br />Humility<br />Reserve<br />Perfectionism<br />Organization<br />Drive<br />Concentration<br />Methodicalness<br />
  12. 12. Comparing WB5P & MBTI<br />12<br />
  13. 13. WB5P Benefits<br />13<br /><ul><li>Validates what you know about yourself
  14. 14. Determines whether or not you are utilizing your strengths at work
  15. 15. Enhances team effectiveness
  16. 16. Enhances leadership effectiveness
  17. 17. Enables targeted development – invest your training budget wisely
  18. 18. Create a talent development framework based on competency model
  19. 19. Helps you hire the right person for the job
  20. 20. Helps you fill your talent pipeline with the right people
  21. 21. Drives employee engagement</li></li></ul><li>14<br />Talent Optimization Strategy<br /><ul><li>Capitalize on Strengths
  22. 22. Develop & Support Opportunities
  23. 23. Compensate for Deficiencies</li></li></ul><li>Optimizing Strengths<br />15<br />Workplaces that focus on employee strengths have:<br /><ul><li>_________ % of employees engaged
  24. 24. _________ % lower turnover
  25. 25. _________ % higher profitability
  26. 26. _________ % of workers say they use their strengths every day</li></ul>Teams that focus on strengths are:<br /><ul><li> ________ % more productive
  27. 27. Top performing teams have strengths in four distinct areas: executing, influencing, relationship building, strategic thinking.</li></ul>73 <br />14.9 <br />8.9<br />32 <br />12.5<br />
  28. 28. 70/20/10 Development<br />16<br />Developed by Morgan McCall, Robert Eichinger & Michael Lombardo from Center for Creative Leadership in the 1980’s<br />