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Roadmap Your Senior Leader Selection: Step 2. Data

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Are your hiring managers corrupting your selection process…without even knowing it? What data are you collecting about senior leaders in your selection process?

Dealing with data doesn’t have to be expensive and complicated.

Explore our second-in-the-series guidebook on driving effective senior leader selection using Data. Learn some best practices for collecting selection data fit for role and your organisation.

Published in: Business
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Roadmap Your Senior Leader Selection: Step 2. Data

  1. 1. 1 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Roadmap Your Senior Leader Selection DATA 1 Step: 2
  2. 2. 2 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Your hiring managers may be corrupting your selection process…without even knowing it. 2
  3. 3. 3 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Despite your well-designed HR processes—supported by business- focused Success ProfilesSM—managers often ignore or misuse the tools and methodologies you give them. 3
  4. 4. 4 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. In other words, they’re GUESSING or GOING with THEIR GUT when it comes to hiring your senior leaders…AND breaking the link between the candidate, their would-be role and the business. 4
  5. 5. 5 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.5 Data—relevant to the role, and systematically collected and analysed— will ensure you get the right senior leaders on board. Only a data-driven selection system will avoid bias and, ultimately, bad hires.
  6. 6. 6 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Does dealing with data sound expensive and complicated? Not at all—if you’re savvy about assessment. Here are some best practices for collecting selection data. 6
  7. 7. 7 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Align data collection to the Success ProfilesSM. 7 1
  8. 8. 8 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.8 1 Choose a combination of assessment methods to benchmark candidates against your role-specific Success ProfilesSM.
  9. 9. 9 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.9 Different assessments are designed to measure different elements of the Success Profile. Together they can provide a holistic view of a candidate’s suitability and readiness for a role, and your organisation. 1
  10. 10. 10 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.10 Using a series of assessments reveals what people know, what people have done, what people can do, and who people are….. 1
  11. 11. 11 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.11 1 WHAT PEOPLE KNOW WHO PEOPLE ARE WHAT PEOPLE CAN DO WHAT PEOPLE HAVE DONE Behavioural-based Interviews Career Achievement Profiles Knowledge and Experience Inventories Behavioural-based Interviews Career Achievement Profiles Knowledge and Experience Inventories Leadership Acceleration Centre Behavioural-based Interviews Multirater Feedback Personality Inventories Derailers Enablers Work Values Inventories
  12. 12. 12 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Not all Assessments are created equal 12 2
  13. 13. 13 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.13 It is important to understand the type of data your assessment tools can deliver. Consider whether the tool collects “signs” of how candidates may behave in the future, or actual “samples” of expected performance. 2
  14. 14. 14 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Signs are measures of factors that may influence an individual’s ability to perform in a role. Signs uncover underlying abilities, attributes, and preferences. 14 2
  15. 15. 15 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. The most common examples are: Tests that measure personality, motivations, and preferences; tests that measure general cognitive ability and; tests that measure business reasoning and situational judgement. 15 2Signs are typically collected using tests.
  16. 16. 16 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Samples are observations and examples of an individual’s ability to perform important aspects of a role. Samples are also known as Behaviours. 16 2
  17. 17. 17 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.17 During simulation exercises, individuals perform specific tasks and are observed and assessed using carefully developed standards. Structured interviews, such as DDI’s Targeted Selection®, capture detailed recollections of situation-specific past behaviours. 2 Samples are typically collected using simulations and interviews.
  18. 18. 18 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.18 Drawing distinctions between “signs” and “samples” helps clarify how assessment techniques differ, but you needn’t choose a single tool. For many purposes, combining several assessment methods—and collecting both “signs” and “samples”—reveals important information about candidates. 2
  19. 19. 19 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Data collection is not a one and done; meaningful information should be gathered throughout the selection process. 19 3
  20. 20. 20 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.20 An effective selection process collects and analyses data at different stages of the selection process. WHY? For practical and commercial reasons. 3
  21. 21. 21 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Early in the process it makes sense to use assessment methods that are quick, efficient, and designed to exclude candidates who do not bring the mix of knowledge, experiences, competencies, and attributes that will be required for success in the role and organisation. 3 INITIAL SCREENING SECOND/ FINAL INTERVIE W ASSESSMEN T CENTRE AND/OR TEST JOB OFFER STRONG START TARGETED SELECTION® INTERVIEW Remember the funnel? 21
  22. 22. 22 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Later in the process it makes sense to use methods that provide rich data that will help you identify a short list of quality candidates. This is where methods such as assessment centres can be particularly useful. 3 INITIAL SCREENING SECOND/ FINAL INTERVIE W ASSESSMEN T CENTRE AND/OR TEST JOB OFFER STRONG START TARGETED SELECTION® INTERVIEW 22
  23. 23. 23 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.23 Assessment centres (e.g., DDI’s Day-in-the-Life Assessment Centre) typically include some form of sample-based assessment—a job simulation, for example—which offers in-depth insight into the individual’s actions under realistic work conditions. The rich feedback results can also serve as the foundation for onboarding and future development. 3
  24. 24. 24 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. LET’S RECAP 24
  25. 25. 25 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. A combination of assessment methods provide the most reliable predictor of how a candidate will perform on the job and, thus, execute on your business strategy. 25
  26. 26. 26 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved.26 What Next? Get “Insight,” coming soon in our next, third-in-the-series guidebook [Step3]. Miss the first guidebook (“Focus”)? Download here.
  27. 27. 27 © Development Dimensions International Inc., MMXIV. All rights reserved. © Development Dimensions International, Inc., 2015. All rights reserved. Contact DDI to learn how to drive effective senior leader selection: 1800 035 604 or info.au@ddiworld.com 27 Click for more information on collecting data: Signs and Samples

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