This document summarizes a presentation on selecting the right people and new tools in talent management. It discusses projected leadership shortages in higher education due to retirements. New tools from business like work style questionnaires and simulations can reduce hiring costs and improve effectiveness over traditional interviews and references. A case study demonstrates how these tools were used to select a new college president. The presentation recommends colleges adopt valid assessment tools and share strengthened hiring processes with trustees to strategically address leadership needs.

1. Selecting the Right People
CUPA HR 2010 SOUTHERN REGION CONFERENCE
Tampa, FL
New Tools in Employee Selection and
Workforce Development

2. SELECTING THE RIGHT PEOPLE
PRESENTERS
 Dale F. Campbell, Professor and Coordinator, Higher
Education Administration Program, University of Florida
 Les Krieger, President, Assessment Technologies Group,
a full service, industrial/organizational consultancy that
provides human resource decision support

3. AGENDA
I. Projected Leadership Shortages
II. New Tools in Talent Management
III. Case Study in Employee Selection
IV. Talent Identification and Development
V. Implications – Q & A

4. PROJECTED LEADERSHIP SHORTAGES

5. RESEARCH

6. Higher Education’s Projected Leadership Gap
Presidents Profile
 60 years—Average age of presidents
 61 years or older—49 percent of presidents
American Council on Education, 2006
RESEARCH

7. Chief Academic Officer Profile
Institutional Type Age Percent
Doctorate Granting 51 - 60 45.5%
61> 47.9%
 Associate Granting 51 - 60 51.1%
61 > 27.4%
The CAO Census, American Council on Education, 2009
RESEARCH

8. The New Leadership Gap
 Administrative Staff 11-25% 26>50%
 Academic Affairs 39% 13%
(Dir. Learning Resources,
Institutional Research, etc.)
 Student Affairs 31% 9%
(Registrar, Dir. Financial Aid, etc.)
 Business Affairs 29% 10%
(Dir. Accounting, Human Resources, etc.)
Campbell, D.F. (2006). “The New Leadership Gap: Shortages in Administrative
Positions.” Community College Journal, Feb/Mar, 12.
RESEARCH
PROJECTEDRETIREMENTS2006-
2010

9. Selection Process Findings
 Application Forms 93% 7%
 Resumes 92% 8%
 Pre-screening 55% 45%
 Telephone Interviews 57% 43%
 Structured Behavioral Interviews 45% 55%
 Work Styles Questionnaires 7% 93%
RESEARCH
INITIAL SCREENING Used Not Used

10. Prediction of Job Success 1.0 = Perfect
ASSESSMENT METHOD Prediction
 References 0.10
 Unstructured interviews 0.25
 Structured interview 0.35
 Work Styles Questionnaires 0.40
 Work sample tests 0.46
 Assessment center ratings 0.60
Bain, N., and B. Mabey. (1999). The People Advantage: Improving Results through
Better Selection and Performance, 37.
RESEARCH

11. Emerging hiring tools used by
corporations could reduce costs
and increase the effectiveness of a
college’s hiring process
 More than three-quarters of
colleges conduct their own
personnel searches for
leadership positions
 Colleges rely almost
exclusively on reference
checks and interviews in
hiring
 One-third of the colleges
offered no training to their
search committees on
interviewing
The New Leadership Gap
Facts Opportunity

12. New Tools in Talent Management

13. Bellwether Trends from Business
 Business leaders employ a wider variety of assessment tools to
increase the probability of making a successful hire
 40 percent of medium-sized companies report using work
styles questionnaires, and 32 percent use simulations in
addition to interviews in hiring processes.
The Landscape

14. Dean of Enrollment Management & Registrar
CASE STUDY

15. Job Description Report
WORK PROFILING
Person Specification Report
Management Competencies Report

16.  Outlines key tasks of
the position
 Can include behaviors
observed to be part of job
JOB DESCRIPTION REPORT

17.  Outlines person
attributes Essential,
Important and Relevant to
meeting job objectives
PERSON SPECIFICATION

18. MANAGEMENT COMPETENCIES

19. Selecting the Next President of Saddleback
College
CASE STUDY

20. » OPQ provides an objective assessment of an individual’s preferred
work styles in relationships with people, thinking styles, feelings and
emotions
» Report provides a candidate’s self-assessment of his or her preferred
team, leadership and reporting styles
» Management Competency Profile includes Managerial, Professional,
Entrepreneurial and Personal Qualities
» Current industry standard used by more than 1,000 companies
worldwide in employee selection and development
OPQ: A Widely-Used Work Styles Questionnaire
OPQ

21. 21
THINKING STYLE 1 2 3 4 5 6 7 8 9 10
prefers dealing with opinions and feelings rather than facts
and figures, likely to avoid using statistics
Data Rational likes working with numbers, enjoys analyzing statistical information,
bases decisions on facts and figures
ANALYSIS
does not focus on potential limitations, dislikes critically
analyzing information, rarely looks for errors or mistakes
Evaluative critically evaluates information, looks for potential limitations, focuses
upon errors
does not question the reasons for people’s behavior, tends not
to analyze people
Behavioral
tries to understand motives and behaviors, enjoys analyzing people
prefers changes to work methods, prefers new approaches,
less conventional
Conventional
prefers well established methods, prefers a more conventional approach
CREATIVITYANDCHANGE
prefers to deal with practical rather than theoretical issues,
dislikes dealing with abstract concepts
Conceptual
interested in theories, enjoys discussing abstract concepts
more likely to build on than generate ideas, less inclined to be
creative and inventive
Innovative
generates new ideas, enjoys being creative, thinks of original solutions
prefers routine, is prepared to do repetitive work, does not
seek variety
Variety Seeking prefers variety, tries out new things, likes changes to regular routine, can
become bored by repetitive work
behaves consistently across situations, unlikely to behave
differently with different people
Adaptable changes behavior to suit the situation, adapts approach to different
people
more likely to focus upon immediate than long-term issues,
less likely to take a strategic perspective
Forward Thinking takes a long-term view, sets goals for the future, more likely to take a
strategic perspective
STRUCTURE
unlikely to become preoccupied with detail, less organized and
systematic, dislikes tasks involving detail
Detail Conscious focuses on detail, likes to be methodical, organized and systematic, may
become preoccupied with detail
sees deadlines as flexible, prepared to leave some tasks
unfinished
Conscientious
focuses on getting things finished, persists until the job is done
not restricted by rules and procedures, prepared to break
rules, tends to dislike bureaucracy
Rule Following follows rules and regulations, prefers clear guidelines, finds it difficult to
break rules
accepts majority decisions, prepared to follow the consensus
Independent Minded
prefers to follow own approach, prepared to disregard majority decisions
OPQ PROFILE
Profile = Resistance to Change

22. MAXXattain Scorecard
MAXXattain helps identify
HIGH potential performers by:
Distilling work styles assessment
complexity
Providing easy to read statistical
and graphical format

23. HEADLINE NEWS REPORT

24. Executive Search Support Comparison
 External Search Firm - focuses on recruitment and helping a college
find a diverse and highly qualified pool of candidates
Prediction of Job Success: References (0.10), Interviews (0.25)
Cost: $25,000 to over $100,000
 FuturesLeaders-ATG - provides the science, technology and
expertise to assist a college in conducting its own searches
Prediction of Job Success: Work Styles Questionnaire (0.40)
Cost: $5,000 to $15,000
The CAO Census, American Council on Education, 2009
ROI

25.  Avoid widely known assessment tools designed for team
building that do not have the reliability and validity to be
used in the hiring process
Adopting New Tools
 Unbundle your bid process if using executive search firms,
requiring bidders to demonstrate the reliability and validity
of their instruments to hold up under legal challenge
Recommendations
 Share how you are strengthening your college’s hiring
processes with your board of trustees

26. Strategic Imperatives for HR
Are you satisfied that your selection process will provide you the
highest return on investment and the best prediction of a
successful hire?
To what extent have the duties and responsibilities changed for
key leadership positions?
Is there an emerging leadership gap at your institution in key
leadership positions?

27. Discussion
Q & A
QUESTIONS