The document provides information on the selection process for organizational development consultants at Key Talent Solutions. It describes conducting interviews with current consultants and a supervisor to identify important job tasks and characteristics. A survey was distributed to further assess tasks by difficulty and criticality. The four most important tasks identified were coaching clients, analyzing survey results, asking powerful questions, and assessing client needs. Selection and training should focus on knowledge, problem-solving skills, self-motivation and aligning with company values. Analyzing the job tasks and skills will help define the role, increase performance and benefit the company.
Optimize Your Recruitment Process by Using CompetenciesCenterfor HCI
A meaningful competency framework can also improve recruiting practices. By aligning organizational competencies and expected proficiency levels with position descriptions, it allows you to hire people who are a good fit for the organization in a strategic and targeted way.
Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those roundtables.
Grameen Career Framework Client Report.finalmb15Maryanne Battles
This document provides a summary report of Grameen Foundation's Career Architecture Project. The project aims to create a framework that defines expected results for employees across job levels to help with career planning, development and understanding where roles fit. The report outlines the multi-phase process used, including conducting interviews of 27 employees, analyzing the data to identify key result areas, developing a scaling tool to assess complexity, and building out the career framework with definitions and language for each level. It also provides suggestions for change management to support rollout of the new framework.
Project human resource management includes organizing, managing, and leading the project team. Specific roles and responsibilities are assigned to team members, and involving the team in planning and decision making is beneficial. The key processes are:
1. Plan human resource management, which involves identifying roles, required skills, reporting relationships, and creating a staffing management plan.
2. Acquire the project team by confirming availability and obtaining the necessary team members.
3. Develop the project team by improving competencies, interactions, and the overall team environment to enhance performance. This includes training, team building, and addressing issues.
4. Manage the project team by tracking performance, providing feedback, resolving issues, and managing changes to
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
This 1-day training program provides an overview of competency-based job selection interviewing (CBI) skills. The objectives covered include an introduction to CBI, HR planning and job analysis processes, the fundamentals of CBI, the CBI process steps, a role play activity to practice CBI, and job selection reporting. Key aspects of CBI covered are defining selection criteria, preparing effective questions using the STAR technique, conducting a structured interview, evaluating responses, and developing a job selection report. A role play activity allows participants to practice applying the CBI process. The training aims to help participants effectively evaluate candidates and make the best selection decisions using a valid competency-based approach.
Optimize Your Recruitment Process by Using CompetenciesCenterfor HCI
A meaningful competency framework can also improve recruiting practices. By aligning organizational competencies and expected proficiency levels with position descriptions, it allows you to hire people who are a good fit for the organization in a strategic and targeted way.
Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those roundtables.
Grameen Career Framework Client Report.finalmb15Maryanne Battles
This document provides a summary report of Grameen Foundation's Career Architecture Project. The project aims to create a framework that defines expected results for employees across job levels to help with career planning, development and understanding where roles fit. The report outlines the multi-phase process used, including conducting interviews of 27 employees, analyzing the data to identify key result areas, developing a scaling tool to assess complexity, and building out the career framework with definitions and language for each level. It also provides suggestions for change management to support rollout of the new framework.
Project human resource management includes organizing, managing, and leading the project team. Specific roles and responsibilities are assigned to team members, and involving the team in planning and decision making is beneficial. The key processes are:
1. Plan human resource management, which involves identifying roles, required skills, reporting relationships, and creating a staffing management plan.
2. Acquire the project team by confirming availability and obtaining the necessary team members.
3. Develop the project team by improving competencies, interactions, and the overall team environment to enhance performance. This includes training, team building, and addressing issues.
4. Manage the project team by tracking performance, providing feedback, resolving issues, and managing changes to
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
Continuous Performance Management: How To Make It WorkJosh Bersin
The document discusses the arrival of continuous performance management and whether organizations are ready for it. It outlines factors disrupting organizations like demographic shifts, digital technology, and accelerated rate of change. A new social contract between companies and workers is emerging where younger workers demand rapid career growth and flexibility. Continuous performance management replaces annual reviews with continuous check-ins, transparent goals, feedback, and regular evaluation integrated into daily work. It shifts control from managers to teams and uses data instead of subjective assessments. Organizations must invest in training managers and change management to successfully adopt continuous performance management.
This 1-day training program provides an overview of competency-based job selection interviewing (CBI) skills. The objectives covered include an introduction to CBI, HR planning and job analysis processes, the fundamentals of CBI, the CBI process steps, a role play activity to practice CBI, and job selection reporting. Key aspects of CBI covered are defining selection criteria, preparing effective questions using the STAR technique, conducting a structured interview, evaluating responses, and developing a job selection report. A role play activity allows participants to practice applying the CBI process. The training aims to help participants effectively evaluate candidates and make the best selection decisions using a valid competency-based approach.
Skillscape helps organizations enhance the value of their human resource capital. Skillscape specializes in a spectrum of HR services ranging from need assessment for enhancing productivity and efficiency, to conceptualizing and developing various HR interventions.
Skillscape is a human resources consulting firm that specializes in enhancing organizational and employee competencies through various HR services and interventions. The firm was founded by Ashok Grover, an engineer-MBA with over 40 years of experience in HR development. Skillscape offers a spectrum of HR solutions including needs assessments, training programs, 360-degree feedback, and engagement surveys to help organizations improve performance, reduce conflict, and enhance their human capital.
Reasons for selecting a particular consulting firmmuhammad hamdi
The document discusses reasons for selecting a particular consulting firm and challenges in consulting projects. Key factors in selecting a firm include ability to deliver, specialist expertise, experience in the client's sector, and reputation. Effective client-consultant relationships are built on discipline, accountability, leadership, and flexibility. Consultants are likely to meet or exceed client expectations in increased productivity, revenue growth, and management capabilities, though outsourcing and change management clients tend to be more satisfied.
Sandhya R A_Resume for HR BP and HR Advisory Role_LSandhya Reddy
Sandhya R A is a senior executive with over 8 years of experience in human resources. She has expertise in areas such as employee relations, engagement, performance management, HR policies and procedures, and employee retention. Currently she works at Deloitte Consulting India where she manages talent programs, conducts employee surveys, addresses employee grievances, and ensures compliance with HR processes. Previously she has worked at Deloitte Support Services India and Frontier Business Systems in various HR roles. She holds an MBA in HR and a bachelor's degree in engineering.
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
Developing and maintaining a leadership and talent pipeline makes the list of top concerns in executive surveys year after year. This report examines data from companies around the world to determine how well those organizations are identifying, assessing and developing succession planning programs. It also suggests action plans to help your company learn how to improve your talent management processes.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
This document provides an introduction to an assessment development centre (ADC) study conducted at Madhya Gujarat Vij Company Limited. It explains that in today's competitive business environment, organizations must have competent managers to achieve their goals and gain strategic advantages. Assessment and development centres are important tools for human resource professionals to improve employee quality. The study aims to understand employee perceptions of the ADC process at Madhya Gujarat Vij Company Limited and its effectiveness. It includes a literature review on ADCs, an introduction to the company, and outlines the research methodology used in the study.
Kaplan offers various leadership development programs aimed at different levels within organizations. Their approach focuses on strengthening both technical competence and behavioral confidence. They design customized programs that address both individual and business needs. Kaplan's programs range from multi-module executive development interventions to workshops, and they assess the impact of the training.
Shaw Macons Assessment & Development brochureBomi Manekshaw
Almost 70% of an individual's development happens by taking personal learning initiatives. This starts with measuring one's competencies in relation to the existing job role or a future job position.
The very behaviour exhibited in context to different tools such as Team Activities, Case Study, In basket and Behavioural Event Interview exercises in the program, form the basis of an Assessment & Development Centre. The levels displayed by the incumbent are observed by the assessors in consonance with the decided competencies.
The document provides an overview of Lominger, a company that offers competency-based human resources tools. It was founded in 1991 by researchers seeking to turn extensive leadership research into practical HR tools. Lominger offers a comprehensive suite of integrated assessment, development, and succession planning tools based on validated competency models. Their tools are designed to help organizations improve performance by aligning HR systems like selection, performance management, and development with competencies linked to organizational success.
The document outlines a process for prototype development and organizational review that includes:
1. Understanding the current organization, job responsibilities, and processes;
2. Proposing revised job descriptions and training curriculum focused on operational needs;
3. Assessing training staffing levels and workloads.
It also discusses the need for clearly defined reporting relationships, job responsibilities, and communication lines within the Operations team. Critical success factors include having a common focus on prototype success, understanding goals and responsibilities, enabling leadership, and cross-functional cooperation.
The 7 Essential Steps of Talent DevelopmentThe RBL Group
The document outlines 7 essential steps for effective talent development:
1. Understand why development matters and that organizations must adapt to external changes.
2. Define responsibilities for development - line managers are responsible for building talent on their teams, HR designs learning solutions, and employees own their growth.
3. Engage in performance and potential discussions to assess employees and identify development needs.
4. Provide career roadmaps to help employees understand how to contribute at different career stages.
5. Focus conversations on building future cultural and technical skills through identifying gaps.
6. Understand the different avenues for development including on-the-job learning, education, and life experiences.
7. Intentionally plan
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
The document discusses an assessment development centre (ADC) implemented by Madhya Gujarat Vij Co Ltd (MGVCL) in India. The objectives of the ADC were to evaluate competencies like functional, commercial, and behavioral skills. It involved using tools like case studies, interviews, and exercises to assess competencies. The findings showed the ADC helped employees understand their strengths and weaknesses, but leadership skills needed more improvement. It provided a useful development tool, though some technical topics could be added. Overall, the ADC was found to be an effective technique for MGVCL, but there is still room to enhance the process.
All the way round 360 degree feedback September 2011Timothy Holden
This document provides an overview of 360 degree feedback processes. It discusses defining 360 degree feedback, who provides ratings in 360 reviews, benefits and drawbacks, how feedback impacts organizations and can be used. It also covers evaluating feedback instruments, facilitating feedback discussions, introducing 360 reviews, common mistakes to avoid, and case studies. The goal is to help organizations understand and effectively implement 360 degree feedback appraisals.
This grid is used to evaluate talent in your team based upon their performance and potential. Form a performing team we should expect the team to fall under all blue zone.
Competency Based Performance ManagementAwais e Siraj
The document announces a one day workshop on competency based performance management to be held on December 19th in Islamabad. The workshop will provide participants with a comprehensive understanding of competency models and frameworks, methods for competency measurement and development, and processes for conducting performance reviews. It will be facilitated by Mrs. Samer Awais, an HR professional with 22 years of experience implementing competency based systems at large organizations. The workshop investment is Rs. 21,500 per participant and is aimed at HR managers and other line managers interested in competency based performance measurement.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
The document outlines a roadmap for adopting continuous performance management at an organization by moving away from annual performance ratings towards frequent task-based ratings and competency assessments, identifying top talent, and tying rewards and development more closely to performance in order to create a high performance culture with improved productivity, motivation, and retention of top talent. It also estimates the potential return on investment of over 12.5 crores annually from implementing this new performance management approach.
This PowerPoint file contains slides with clinical photographs of genetic conditions including Rubinstein-Taybi syndrome, Angelman syndrome, and Prader-Willi syndrome. The photographs show characteristic facial features and physical traits of each condition. The slides may be used non-commercially for educational purposes.
Dr. Anthony Fairbanks has served as Superintendent of the Oglala Lakota County School District in South Dakota since 2015. He has over 30 years of experience in education, previously serving as superintendent of two other school districts in South Dakota and New Mexico. As superintendent, he has focused on education reform, academic excellence, and safe learning environments. Dr. Fairbanks also advocates for issues important to Native American education and rural schools at the national level.
Skillscape helps organizations enhance the value of their human resource capital. Skillscape specializes in a spectrum of HR services ranging from need assessment for enhancing productivity and efficiency, to conceptualizing and developing various HR interventions.
Skillscape is a human resources consulting firm that specializes in enhancing organizational and employee competencies through various HR services and interventions. The firm was founded by Ashok Grover, an engineer-MBA with over 40 years of experience in HR development. Skillscape offers a spectrum of HR solutions including needs assessments, training programs, 360-degree feedback, and engagement surveys to help organizations improve performance, reduce conflict, and enhance their human capital.
Reasons for selecting a particular consulting firmmuhammad hamdi
The document discusses reasons for selecting a particular consulting firm and challenges in consulting projects. Key factors in selecting a firm include ability to deliver, specialist expertise, experience in the client's sector, and reputation. Effective client-consultant relationships are built on discipline, accountability, leadership, and flexibility. Consultants are likely to meet or exceed client expectations in increased productivity, revenue growth, and management capabilities, though outsourcing and change management clients tend to be more satisfied.
Sandhya R A_Resume for HR BP and HR Advisory Role_LSandhya Reddy
Sandhya R A is a senior executive with over 8 years of experience in human resources. She has expertise in areas such as employee relations, engagement, performance management, HR policies and procedures, and employee retention. Currently she works at Deloitte Consulting India where she manages talent programs, conducts employee surveys, addresses employee grievances, and ensures compliance with HR processes. Previously she has worked at Deloitte Support Services India and Frontier Business Systems in various HR roles. She holds an MBA in HR and a bachelor's degree in engineering.
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
Developing and maintaining a leadership and talent pipeline makes the list of top concerns in executive surveys year after year. This report examines data from companies around the world to determine how well those organizations are identifying, assessing and developing succession planning programs. It also suggests action plans to help your company learn how to improve your talent management processes.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
This document provides an introduction to an assessment development centre (ADC) study conducted at Madhya Gujarat Vij Company Limited. It explains that in today's competitive business environment, organizations must have competent managers to achieve their goals and gain strategic advantages. Assessment and development centres are important tools for human resource professionals to improve employee quality. The study aims to understand employee perceptions of the ADC process at Madhya Gujarat Vij Company Limited and its effectiveness. It includes a literature review on ADCs, an introduction to the company, and outlines the research methodology used in the study.
Kaplan offers various leadership development programs aimed at different levels within organizations. Their approach focuses on strengthening both technical competence and behavioral confidence. They design customized programs that address both individual and business needs. Kaplan's programs range from multi-module executive development interventions to workshops, and they assess the impact of the training.
Shaw Macons Assessment & Development brochureBomi Manekshaw
Almost 70% of an individual's development happens by taking personal learning initiatives. This starts with measuring one's competencies in relation to the existing job role or a future job position.
The very behaviour exhibited in context to different tools such as Team Activities, Case Study, In basket and Behavioural Event Interview exercises in the program, form the basis of an Assessment & Development Centre. The levels displayed by the incumbent are observed by the assessors in consonance with the decided competencies.
The document provides an overview of Lominger, a company that offers competency-based human resources tools. It was founded in 1991 by researchers seeking to turn extensive leadership research into practical HR tools. Lominger offers a comprehensive suite of integrated assessment, development, and succession planning tools based on validated competency models. Their tools are designed to help organizations improve performance by aligning HR systems like selection, performance management, and development with competencies linked to organizational success.
The document outlines a process for prototype development and organizational review that includes:
1. Understanding the current organization, job responsibilities, and processes;
2. Proposing revised job descriptions and training curriculum focused on operational needs;
3. Assessing training staffing levels and workloads.
It also discusses the need for clearly defined reporting relationships, job responsibilities, and communication lines within the Operations team. Critical success factors include having a common focus on prototype success, understanding goals and responsibilities, enabling leadership, and cross-functional cooperation.
The 7 Essential Steps of Talent DevelopmentThe RBL Group
The document outlines 7 essential steps for effective talent development:
1. Understand why development matters and that organizations must adapt to external changes.
2. Define responsibilities for development - line managers are responsible for building talent on their teams, HR designs learning solutions, and employees own their growth.
3. Engage in performance and potential discussions to assess employees and identify development needs.
4. Provide career roadmaps to help employees understand how to contribute at different career stages.
5. Focus conversations on building future cultural and technical skills through identifying gaps.
6. Understand the different avenues for development including on-the-job learning, education, and life experiences.
7. Intentionally plan
The document discusses competency-based human resource management. It defines competencies as underlying characteristics like traits, skills, and knowledge that result in effective performance. Competencies are measurable, observable, and critical to individual and organizational performance. Competency models group competencies needed for successful performance in particular jobs or roles. Competency-based HR aims to integrate key HR systems like selection, development, and performance management around competencies.
The document discusses an assessment development centre (ADC) implemented by Madhya Gujarat Vij Co Ltd (MGVCL) in India. The objectives of the ADC were to evaluate competencies like functional, commercial, and behavioral skills. It involved using tools like case studies, interviews, and exercises to assess competencies. The findings showed the ADC helped employees understand their strengths and weaknesses, but leadership skills needed more improvement. It provided a useful development tool, though some technical topics could be added. Overall, the ADC was found to be an effective technique for MGVCL, but there is still room to enhance the process.
All the way round 360 degree feedback September 2011Timothy Holden
This document provides an overview of 360 degree feedback processes. It discusses defining 360 degree feedback, who provides ratings in 360 reviews, benefits and drawbacks, how feedback impacts organizations and can be used. It also covers evaluating feedback instruments, facilitating feedback discussions, introducing 360 reviews, common mistakes to avoid, and case studies. The goal is to help organizations understand and effectively implement 360 degree feedback appraisals.
This grid is used to evaluate talent in your team based upon their performance and potential. Form a performing team we should expect the team to fall under all blue zone.
Competency Based Performance ManagementAwais e Siraj
The document announces a one day workshop on competency based performance management to be held on December 19th in Islamabad. The workshop will provide participants with a comprehensive understanding of competency models and frameworks, methods for competency measurement and development, and processes for conducting performance reviews. It will be facilitated by Mrs. Samer Awais, an HR professional with 22 years of experience implementing competency based systems at large organizations. The workshop investment is Rs. 21,500 per participant and is aimed at HR managers and other line managers interested in competency based performance measurement.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
The document outlines a roadmap for adopting continuous performance management at an organization by moving away from annual performance ratings towards frequent task-based ratings and competency assessments, identifying top talent, and tying rewards and development more closely to performance in order to create a high performance culture with improved productivity, motivation, and retention of top talent. It also estimates the potential return on investment of over 12.5 crores annually from implementing this new performance management approach.
This PowerPoint file contains slides with clinical photographs of genetic conditions including Rubinstein-Taybi syndrome, Angelman syndrome, and Prader-Willi syndrome. The photographs show characteristic facial features and physical traits of each condition. The slides may be used non-commercially for educational purposes.
Dr. Anthony Fairbanks has served as Superintendent of the Oglala Lakota County School District in South Dakota since 2015. He has over 30 years of experience in education, previously serving as superintendent of two other school districts in South Dakota and New Mexico. As superintendent, he has focused on education reform, academic excellence, and safe learning environments. Dr. Fairbanks also advocates for issues important to Native American education and rural schools at the national level.
Este documento presenta un plan de estudios de biología dividido en cuatro unidades. La primera unidad cubre el origen e impacto de la biología, incluyendo el método científico y teorías sobre el origen de la vida. La segunda unidad trata sobre el origen y evolución celular. La tercera unidad explora la herencia biológica. La cuarta unidad analiza la evolución y clasificación de los organismos vivos. Cada unidad incluye varios temas y objetivos de aprendizaje relacionados con la biolog
20160110SuGu | We Make | Platform for Future Growth | General IntroductionGuus Balkema
This document summarizes the Platform for Future Growth by SuGu, an organization that accelerates the makers industry in Rotterdam. SuGu brings together startups and established companies with a passion for making. It develops an ecosystem for future companies by offering manufacturing space and services, developing new recycled and biobased plastics, and helping companies develop, validate, and scale products and businesses. SuGu has expanded its workshop space and hosts events to inspire innovation in areas like advanced manufacturing, circular design, and new industries like maritime. Its goal is to accelerate growth of the makers industry in Rotterdam and beyond.
The document summarizes the results of a training needs assessment conducted by XX across ten key job categories. An online survey was used to evaluate employees' comfort levels with various skills on a scale of 1 to 5. Skills rated a 3 or lower indicated a need for development. Across all job categories, the most common skills gaps identified related to software proficiency, business/sales strategies, and managing client relationships. The summary provides recommendations for prioritizing and addressing the training needs to ensure they support the organization's objectives.
The document discusses how executive search consultants assess candidates' soft skills, which are important for job performance. It provides examples of behavioral questions used to evaluate candidates' leadership, adaptability, collaboration, and initiative. References are also questioned about a candidate's interpersonal skills, work ethic, and accomplishments. While technical skills are important, soft skills like emotional intelligence often determine which candidates are selected for roles.
This document provides an overview of performance review systems and outlines a proposed new performance review system for Halcyon Technologies. It begins with declarations and acknowledgements. It then discusses the objectives and benefits of performance reviews, key concepts, and different review techniques. The proposed new system involves employees completing self-reviews and getting peer feedback, then meeting with their team leader for a review discussion. The goal is to help employees improve and inform compensation decisions like raises.
This document provides a competency map for three managerial roles at a training company: HR Manager, Training Manager, and Administrative Manager. It includes job descriptions, analyses of required competencies and knowledge for each role, and Behaviorally Anchored Rating Scales (BARS) to evaluate employees' demonstration of competencies. The competency mapping aims to identify the right candidates for roles and development needs to help employees and the organization achieve their goals.
Soft skills improvement is perceived as something intangible and doesn’t demonstrate increased results immediately. It can be labor intensive to observe each employee who is trained for different skills. To measure these skills correctly, it takes an unbiased professional to evaluate the behavioral changes. To develop effective measures of soft skills training, it is important to understand some of the drivers for implementing these programs in the first place. Many organizations implement soft skills programs to drive the professional development and growth of their employees. Organizations may identify key values and/or competencies and then build a training program to instill the values within their participants. In this session, we’ll discuss developing a plan for ROI to effectively measure the program and deliver quantifiable metrics to the organization.
Join us for this complimentary TICE Virtual Conference session. Your host, Julie Kirsch, director of program development at CohnReznick, will explore the challenges of measuring soft skills training, discuss how soft skills impact the business performance and strategies, and the various approaches that can be used to measure the program(s).
Elite Management Consultants is a recruitment firm that specializes in attracting top talent across industries to help clients focus on core business. They offer an array of HR consulting services including recruitment, payroll management, training, and HR strategy/policy development. As a full-service firm, they aim to understand clients' needs and provide cost-effective, high-quality solutions tailored to each organization.
Competencies refer to a cluster of knowledge, skills, and attributes that affect a major part of one's job. Competency mapping is the process of identifying these key competencies for a particular position and using them for tasks like recruitment, training, and development. It involves determining an individual or organization's strengths through assessments. Competency mapping has several objectives like gap analysis, role clarity, succession planning, and growth strategies. There are various tools that can be used to develop competencies, such as literature reviews, focus groups, structured interviews, surveys, and observations.
Analysis of recruitment and selection processNeethu yadav
The document summarizes the intern's work analyzing recruitment and selection processes for 3 IT clients at RS HR Team Solutions Pvt Ltd. During the internship, the author observed various HR practices, interacted with the HR head to understand processes, sourced and screened candidates, and observed recruitment interviews. The objective of the project was to analyze HR practices and provide recommendations to improve effectiveness and organizational performance.
- The document discusses analyzing performance appraisal systems. It acknowledges those who contributed to the project and provided valuable information through surveys.
- The abstract indicates the project explains performance appraisal systems and aims to determine how effectively they are conducted. It also seeks to identify factors that cause appraisal systems to fail meeting their objectives.
- The introduction provides background on performance management and appraisal. It defines performance and how it is managed, and explains the purpose of performance appraisals.
This document proposes a selection process for hiring a Quality and Standards Manager that includes candidate sourcing, screening, and assessment. The process includes advertising the role internally and externally, screening candidates through an application form and cognitive/personality testing, and conducting a final assessment center with a group exercise, behavioral interview, and candidate presentation. The proposal provides rationales for each selection method and how they will assess competencies required for the role based on a functional job analysis. The goal is to hire the ideal candidate using an evidence-based, structured process.
Job analysis involves determining the duties, skills, and qualifications required for a job. It is used for recruitment and selection, performance evaluation, training and development, compensation, and job design. Data for job analysis can be collected through interviews, surveys, observation, and reviewing records. The results are used to create job descriptions that outline responsibilities, and job specifications that list qualifications needed. Specifications can be based on expert judgment or statistical analysis of traits correlated with job performance. Effective job analysis facilitates human resource planning and management.
15 Reasons Why Assessment is Key in Executive SelectionChuck Detling
We sat down with Adrianne McVeigh, the Executive Director
of Assessment Solutions at TalentQuest, to compile a list of
the top reasons why assessments like those offered through
this partnership are key in the executive selection process.
Mu0016 – performance management and appraisalsmumbahelp
This document provides information about getting fully solved assignments from an assignment help service. It lists the email and phone contact details for students to send their semester and specialization to get assignments. It then provides details of assignments available for different programs and semesters, including subject code, name, credit hours and marks. It also includes instructions to answer all questions and notes the expected word count for longer questions.
Business Essentials for Strategic Communicators BMAChicago
The document summarizes research from three studies on the importance of business knowledge for strategic communicators: a Page Society member survey, a Page Jam online discussion, and a Page Up pre-conference poll. The research found that over 80% of respondents believed a solid understanding of "Business 101" topics is extremely important for strategic communicators. However, over 80% also felt that colleges do not provide enough business training. The document then provides 10 ideas for building business acumen among communications teams, such as reviewing business models, developing in-house training, reading business journalism, and discussing business-related TV shows and books.
Talent management is important for organizations to succeed. It involves attracting, developing, and retaining skilled employees. Without proper talent management, organizations face high turnover costs, loss of key leaders, and decreased productivity. Effective talent management systems include performance management, evaluating employee potential, and strategic recruitment. Performance management specifically involves setting goals, monitoring progress, developing skills through training, periodic reviews, and rewarding good performance.
The document summarizes research conducted on performance appraisal systems. Key findings from surveys of appraisers and appraisees are presented. Both groups expect performance appraisals to determine promotions and transfers, as well as salary administration and benefits. However, communication of standards and opportunities for feedback are lacking. Most appraisal systems rely solely on supervisor ratings and do not incorporate self-assessments or comments. The research finds room for improvement in making objectives clear and linking appraisals to organizational goals and employee development.
summer internship report - sourcing and recruitmentSwetaSaroha
this file is all about process of sourcing and recruitment by recruitment agencies. how they select candidates from various job portals and how they screen the resumes. each detail is mentioned in this report.
The document discusses management development programs, which are programs initiated by companies to train and retrain managers. It outlines the typical process for developing management development programmers, including identifying desired competencies, determining skill and performance gaps, and creating customized development plans. Some benefits of management development programmers for employers and employees are also mentioned, such as higher salaries, promotions, a well-trained loyal staff, and encouraging diversity in management.
Defense System Recruiting in C5ISR, Weapons Systems, Cyber Security
Defense system retained search assignments we have successfully completed range from President and CEO, Executive Vice President, VP, Senior Director, Director and General Manager; Chief and Principal levels in systems engineers, hardware design, software development, sales, and business development to manufacturing, and R&D.
In defense system recruiting, our clients are based in the USA, Canada, and NATO within:
Aerospace Systems - manned and unmanned vehicles and aircraft, space systems
Defense – C4ISR, C5ISR, Battle Management, InfoSec, Cyber Security, MANET
Airborne Power Supplies, Avionics and Aircraft Lighting, Test and Simulators
Tactical Systems – targeting, navigation, weapons systems, FCS, missile defense
Defense System Performance Based Retained Search
Our proprietary Performance Based Search process results in recruiting candidates in defense system, aerospace, and airborne who meet or exceed client expectations. Before the hire starts, we develop a custom executive onboarding process that enhances the candidate meeting the Performance Objectives snd assimilation into the culture.
Hudson is a leading talent management and recruitment firm that operates globally. They provide services such as assessment centers, competency modeling, leadership development, and succession planning to help clients identify talent gaps, training needs, and high potential employees. Assessment centers involve multiple exercises and assessments to evaluate candidates on key competencies. They provide comprehensive data on strengths, weaknesses, and development areas. Case studies show that using assessment centers versus interviews alone can significantly reduce new hire turnover. Assessment centers also help companies select the right candidates for leadership development programs and global roles.
1. Palak Shah & Duncan Evans
1
02 Executive Summary
03 Job Description
04 Introduction
05 Interview Process
06 Survey Process
08 Consultant Tasks
10 Consultant Characteristics
13 Selection
14 Training
15 Conclusion
16 Limitations
17 Interview format
18 Survey
21 Definitions
22 References & Acknowledgments
Table Of Contents
Key Talent Solutions
37 N Orange Ave, Orlando, FL 32801
2. Palak Shah & Duncan Evans
2
Coach clients to increase their self-awareness and potential for success
Analyze survey results to generate intervention strategies for organizational issues
Ask powerful questions to comprehend what the client needs for improvement
Assess the needs of clients to design intervention strategies that mitigate organizational issues
Selecting organizational development consultants who can demonstrate strong knowledge of
organizational development concepts, are self-motivated, and who are committed to Key Talent So-
lutions’ four core values is crucial to maintaining the production standards and team environment
that allows KTS to thrive. Applicants should be pre-screened to examine levels of knowledge and ex-
perience, and afterwards the applicants can be interviewed to gauge their possession of relevant
characteristics.
Training organizational development consultants should focus on teaching systems and oper-
ations analysis via web courses, seminars, and relevant literature. Training for client interaction,
coaching, and increasing self-awareness and emotional intelligence should be an on-going process
using in-house workshops, role-playing activities, and hands-on learning experiences that involve
the entire KTS team.
The organizational development consultant’s job functions, tasks, and characteristics were
analyzed using a Combination Job Analysis Method (CJAM). The information detailed in this report
can be used to produce a thorough job description, increase role clarity, and create selection and
training criteria. This will in turn lead to growth in terms of revenue and number of clients, a de-
crease in operational costs, and an increase in client satisfaction.
Through interviews with two incumbents and a supervisor (the CEO of the consulting team),
and a survey with four incumbents and the supervisor, the job analysts determined the organiza-
tional development consultant’s main job functions: Assessment of client needs, product creation,
project management, product delivery, relationship building with team and client, and coaching.
The four most important tasks for the organizational development consultant were found to be:
Executive Summary
3. Palak Shah & Duncan Evans
3
Key Talent Solutions (KTS) specializes in providing manage-
ment consulting and coaching services. As a consultant in or-
ganizational development, you will be able to tap into the inner
workings of organizations to provide people-oriented solutions
to hire the best talent, develop employees beyond the status
quo, and promote leadership growth that maximizes the poten-
tial of the overall organization and its employees.
Below are the most important job duties and qualifications that are expected for the role of an Organizational
Development Consultant.
Job Duties:
Assess client’s needs to diagnose organizational issues and design organizational assessments.
Analyze assessment results to design intervention strategies that mitigate organizational issues.
Create products based on intervention strategies to help clients meet their needs.
Deliver products in the form of workshops and meetings with clients to share results.
Debrief clients to gather feedback on the product delivered.
Manage projects by establishing deadlines, generating a structured timeline, and delegating tasks.
Build a relationship with clients to foster a continuous business relationship and with team members to
increase synergy.
Coach clients to increase their self-awareness and potential for success.
Qualifications:
Knowledge in Industrial/Organizational Psychology, Human Resources Principles and Procedures, Sta-
tistics, Organizational Development, and Team Dynamics.
Skills include active listening, project leadership, public speaking, written communication, time and re-
sources management, problem solving, and goal-setting.
Ability to use Microsoft Office and technology for internal communication.
Commitment to the core values.
Willingness to work in uncertain conditions, to be available outside of typical 9-5 work hours, and travel
to client sites
Company: Key Talent Solutions
Location: Orlando, Florida
Title: Organizational Development Con-
sultant
Status: Part-time or Full-time
Job Description
4. Palak Shah & Duncan Evans
4
Key Talent Solutions specializes in providing management consulting and coaching services. As ex-
perts in organizational and leadership development, KTS knows how to tap into the inner workings of their
client’s business and mind to provide people-oriented solutions to hire the best talent, develop employees be-
yond the status quo, and promote leadership growth that maximizes the potential of the organization and
its employees. In order to provide the best solutions, KTS must employ the best consultants. The organiza-
tional development consultant is often on the front line for client interaction and product creation, and plays a
crucial role in the completion of each project. This analysis was conducted to better define the role of organi-
zational development consultant and discover what skills help complete the mission of KTS.
The analysts interviewed multiple experts, two job incumbents and one supervisor who is also the CEO
of Key Talent Solutions, concerning the role of an organizational development consultant. The interviews were
used to establish job tasks as well as find major job functions. The analysts then crafted a list of task state-
ments and generated a survey to assess two elements of the task statements: difficulty and criticality. Difficul-
ty is measured in the challenge in completing the task relative to the other job tasks. Criticality is measured in
the importance of completing the task correctly based on possible negative consequences. The tasks that were
most important were those that had the highest combined levels of criticality and difficulty. These tasks were
coaching clients to increase their own self-awareness, analyzing survey results to generate intervention strate-
gies, asking powerful questions to best discover the client’s needs, and assessing client needs to design inter-
vention strategies. The methods used to determine task difficulty, criticality, and importance can be found in
the results section of the report.
The data collected from surveys can be used to fine-tune Key Talent Solution’s selection and training
procedures. The survey respondents provided data that suggests the majority of knowledges, skills, abilities,
and other characteristics relevant for job performance were more important to possess upon hiring, and could
not be trained for. Most relevant were knowledge in the field of organizational development, skill in complex
problem solving, self-motivation, and other characteristics that lined up closely with KTS’ four core values.
Skill in analysis, interaction with clients, and two key personality traits (self-awareness and emotional intelli-
gence) were found to be more relevant for training procedures.
The collection of knowledges, skills, abilities, and other characteristics (KSAOs) and their associated
ratings of importance will increase role clarity for organizational development consultants. Employees will be
more tuned to the specific requirements of the job, and will be able to better prioritize work based on im-
portance. Further, the outcomes of this analysis will be a growth in the number of clients and thus an increase
in revenue, a decrease in operational costs, and an increase in client satisfaction.
Introduction
5. Palak Shah & Duncan Evans
5
The interview process was used to create task statements and consultant characteristics. Three one
hour interviews were conducted in October of 2015. The demographic range of the interviewees are
as follows:
Organizational tenure: 1—2.5 years
Average hours worked per week: 20—55
Age: 27—33
Gender: Female
Ethnicity: Caucasian
The analysts used an informal interview process, with two interviews conducted via video call
and one interview conducted in person. Prior to the interviews, the analysts sent a list of questions to
the interviewees to give them time to prepare and gauge the substance of the upcoming interview. A
list of these questions can be found on page 21 of this report. Following the first two interviews, the
analysts constructed a draft of job functions and job responsibilities and instructed the supervisor
assess the accuracy and comprehensiveness of the job duties listed. The analysts then met with the
supervisor for the third and final interview. The analysts used the first half of the interview to gather
feedback from the supervisor on the content of the draft, and used the second half of the interview as
another informal session to gather any further information relevant to the role of an organizational
development consultant.
Interview Process
6. Palak Shah & Duncan Evans
6
A survey was created via Qualtrics and was
distributed online to members of Key Talent Solu-
tions. The survey followed the format of a CJAM,
which asks respondents to rate the job tasks and or-
ganizational development consultant characteristics.
These characteristics are broken down into Knowledg-
es, Skills, Abilities, and Other Characteristics and are
referred to as KSAOs. The ratings from respondents
on these KSAOs can be used to guide selection and
training methods (Brannick, Levine, Morgeson.
2007.)
The survey was sent to five members of Key
Talent Solutions via company email. The analysts in-
formed the respondents that the survey would be
completely confidential and would take between 30
and 60 minutes to complete. All five members filled
out the survey over a period of one week, providing a
100% response rate. The surveys contains two ele-
ments: Job Tasks and KSAOs.
Job Tasks
Job Tasks can be defined as “collections of ac-
tivities directed toward the achievement of specific job
objectives, and these statements can be used to de-
scribe job functions (or job duties), which are a
“collection of tasks all directed at general goals of a
job” (Brannick et al, 2007) in more detail. For exam-
ple, the first listed job function is “coaching” and the
first job task listed is “coach clients to increase their
self-awareness and potential for success.” In this case,
the job task of coaching clients specifically to increase
their self-awareness fits into the overall job function
of coaching.
Job Tasks were presented twice with seven
point Likert-style response options. The first list
asked respondents to rate the criticality of each task,
and the second list asked the respondent to rate the
difficulty of each task. For each task, the questions
were as follows.
Q1: Please rate each task below based on its criticality
or consequence of error. Criticality can be defined as
the degree to which an incorrect performance would
result in negative consequences. Compared to other
tasks, the criticality of completing this task is:
1. Not at all important
2. Slightly important
3. Somewhat important
4. Moderately important
5. Important
6. Very important
7. Extremely important
Q2: Please rate each task below based on its difficulty
in doing the task correctly relative to all other tasks.
Compared to other tasks, the difficulty in completing
this task is:
1. Entirely easy
2. Mostly easy
3. Somewhat easy
4. Neither easy nor difficult
5. Somewhat difficult
6. Mostly difficult
7. Entirely difficult
Survey Process
7. Palak Shah & Duncan Evans
7
KSAOs
As mentioned earlier, the analysts used interview data to compile a list of consultant characteristics
that are relevant for job performance. These characteristics are broken down in Knowledges, Skills,
Abilities, and Other Characteristics, together referred to as KSAOs, and are listed below, as defined
by Brannick, Levine, and Morgeson (2007):
Knowledges: memory of a retrievable set of facts needed for job performance
Skills: developed or trained capacity to use tools/equipment for the job
Abilities: enduring capacity to acquire skills/knowledge and carry out tasks in which tools/equipment are
not a major element
Other Characteristics: job-relevant interests, preferences, temperament, and personality characteristics
that suggest what an employee is likely to do
KSAOs were presented four times to the respondents and rated based on four questions:
Q1: Is this KSAO necessary for newly hired employees? (Yes/No)
Q2: Is this KSAO practical to expect in the labor market? (Yes/No)
Q3: To what extent is trouble likely if this KSAO is ignored in selection (compared to other KSAOs)?
1. Very little or none
2. To some extent
3. To a great extent
4. To a very great extent
5. To an extremely great extent
Q4: To what extent does this KSAO distinguish the superior from the average worker (compared to the other
KSAOs)?
1. Very little or none
2. To some extent
3. To a great extent
4. To a very great extent
5. To an extremely great extent
Survey Process
8. Palak Shah & Duncan Evans
8
Job tasks were rated on scales of difficulty and criticality and the analysts took the average score from
all survey respondents, which left each job task with a mean score between 1 (least difficult/critical) and 7
(most difficult/critical). For the purposes of ranking job tasks, the two scores were combined to give each task
a total score between 2 (least difficult and critical) and 14 (most difficult and critical). This score is referred to
as job importance. Below is the list of task statements organized by job function and ranked by importance.
Consultant Tasks
Coaching M SD
Coach clients to increase their self-awareness and potential for success 12.4 2.2
Ask powerful questions to comprehend what the client needs for improvement 11.8 2.0
Actively listen to clients to be able to paraphrase and review their needs 11.2 2.2
Educate clients about knowledge of I/O psychology to increase their ability to generate their own solutions 9.2 0.8
Assessment of Client Needs M SD
Analyze survey results to generate intervention strategies for organizational issues 11.8 1.8
Assess the needs of clients to design intervention strategies that mitigate organizational issues 11.6 0.9
Compute statistical measures to analyze survey results 11.4 4.5
Create organizational assessment report to deliver results of the interviews and survey to the client 11.2 1.9
Present organizational assessment report to client to help them understand and mitigate organizational
issues 10.4 1.1
Create surveys to measure pre-intervention baseline of specific organizational issues determined from the
interviews 9.8 1.1
Interview clients to diagnose organizational issues 9.2 0.8
Release survey to clients to collect the necessary data to measure pre-intervention baseline of specific or-
ganizational issues 8.2 2.2
Review information on client to gather initial organizational impression 6.6 2.9
Project Management M SD
Estimate the total time to complete the project to be able to calculate a price for the project 10 2.1
Establish deadlines and a structured timeline for tasks to streamline project completion 9.8 1.9
Delegate tasks to team members to utilize individual strengths 7.6 0.5
Break down project into separate tasks to increase the effectiveness and efficiency of the project 7.4 2.2
9. Palak Shah & Duncan Evans
9
Product Creation M SD
Create products based on intervention strategies to help clients meet their needs 10.8 2.2
Review revised draft of the product with client to ensure that the product meets their needs 9 1.6
Revise initial draft of the product to incorporate feedback from the team 7.6 1.5
Use research and best practices to create the initial draft of the project 7.6 1.7
Research extant literature based on client needs to shape the foundation of the product 7.2 2.0
Review initial draft of the product with the team to gather useful feedback 6.8 1.3
Consultant Tasks
Job tasks were rated on scales of difficulty and criticality and the analysts took the average score from
all survey respondents, which left each job task with a mean score between 1 (least difficult/critical) and 7
(most difficult/critical). For the purposes of ranking job tasks, the two scores were combined to give each task
a total score between 2 (least difficult and critical) and 14 (most difficult and critical). This score is referred to
as job importance. Below is the list of task statements organized by job function and ranked by importance.
Relationship Building with Team and Client M SD
Build rapport with clients to foster a continuous business relationship 11 1.6
Lead probing discussions with clients to help them connect to their emotions 11 2.5
Counsel executives on intervention strategies to highlight opportunities 10.4 1.5
Coach team members to reach project goals 10.4 0.5
Provide advice to executives on best practices to help them meet their goals 10.2 1.8
Listen actively to client to find intervention targets 10.1 2.5
Teach team members new work strategies or new research results to increase team effectiveness 9 1.0
Build rapport with team members to increase synergy 8.85 2.4
Share knowledge with team members to increase cooperation and effectiveness 7.4 2.9
Attend internal meetings to stay up to date with team's progress 6.8 2.9
Product Delivery M SD
Facilitate workshops and meetings with clients to share results 11.4 1.8
Debrief clients to gather feedback on the product delivered 9.2 3.1
10. Palak Shah & Duncan Evans
10
The following is a list of the KSAOs compiled by the job analysts. The survey asked the respondents to rate all
KSAOs one the four scales mentioned above. The analysts then used a mathematical formula to determine
which KSAOs would be best suited for use in selection procedures or training processes.
In order for a KSAO to be used in the selection process, three conditions must be met: A) the majority of re-
spondents must have reported the KSAO as necessary for newly hired employees to possess, B) the majority of
respondents must have reported the KSAO as practical to expect in the labor market, and C) the KSAO has an
average rating on the “trouble likely if not considered” scale of at least 1.5.
For a KSAO to be used in training processes, two conditions must be met: A) the majority of respondents must
have reported the KSAO as not necessary for new employees to possess, and B) the KSAO has an average rat-
ing on the “distinguishing superior from average” scale of at least 1.5. A more detailed description of how the
conditions for selection and training are relevant can be found on page 13 and 14 of this report.
The following is a list of all the Knowledges, Skills, Abilities, and Other Characteristics for the role of an or-
ganizational development consultant, marked as either a suggestion for selection or a suggestion for training.
Consultant
Characteristics
Knowledge Selection Training
Knowledge of Industrial/Organizational Psychology
Knowledge of Human Resources Principles and Procedures
Knowledge of English language
Knowledge of training design and implementation
Knowledge of statistics
Knowledge of team dynamics
Knowledge of organizational development
Knowledge of organizational assessments
11. Palak Shah & Duncan Evans
11
Skills Selection Training
Skill in actively listening to clients and team members
Skill in leading projects
Skill in public speaking
Skill in systems analysis
Skill in systems evaluation
skill in writing proficiently
Skill in managing time efficiently
Skill in learning actively
Skill in operations analysis
Skill in instructing clients and team members
Skill in managing personal resources
Skill in negotiating with clients
Skill in inductive reasoning
Skill in solving complex problems
Skill in making effective decisions
Skill in persuading clients
Skill in coaching clients
Skill in sharing information with clients and team members
Skill in facilitating meetings and workshops
Skill in setting effective goals
Abilities Selection Training
Ability to use Microsoft Office
Ability to use SPSS
Ability to use phones for meetings and communication
Ability to use a computer
Ability to use email
Consultant
Characteristics
12. Palak Shah & Duncan Evans
12
Other Characteristics Selection Training
Commitment to core value: continuous improvement
Commitment to core value: maintain uninhibited teamwork
Dedication to core value: honest consulting
Dedication to core value: power of choice
Willingness to be flexible and adaptable
Motivation to create a "family" environment
Willingness to work in a team setting
Willingness to work in uncertain conditions
Possess high self-awareness
Commitment to holding a positive outlook
Willingness to show vulnerability
Maintain a curious disposition
Possess high emotional intelligence
Possess high levels of empathy
Maintain a non-judgmental attitude
Possess high levels of conscientiousness
Willingness to be available outside of typical 9-5 work hours
Willingness to respond to messages promptly
Willingness to travel to office and client location
Consultant
Characteristics
13. Palak Shah & Duncan Evans
13
Selecting organizational development consultants who can demonstrate strong knowledge of the field of or-
ganizational development, are self-motivated, and can represent the organization’s four core values of con-
tinuous improvement, uninhibited teamwork, honest consulting, and the power of choice is critical to select-
ing the best organizational development consultants. The survey results show that the raters believe the ma-
jority of required job knowledges, skills, abilities, and other characteristics are best left for selection proce-
dures – that is, the raters believe these KSAOs to be immediately necessary for new employees to possess.
Therefore, it is recommended that the selection process contain two steps:
1. Pre-screening
Applicants should be pre-screened for relevant job knowledges and other characteristics. Applicants should
present a resume and examples of work experience to demonstrate their level of education and knowledge of
the field. Applicants that do not have knowledge of the field of organizational development should be
screened out. Additional questions that address other characteristics such as ability to travel to clients, will-
ingness to work outside of traditional 9-5 hours, willingness to work in a team setting can be used to screen
out applicants who cannot work with these crucial job requirements. Personality tests could be used to
find applicants with high levels of conscientiousness and empathy.
2. Interview
Following the initial application, applicants who demonstrate appropriate levels of job knowledge and other
characteristics should be interviewed to examine their skills and other characteristics that could not be deter-
mined via the pre-screening process. Interviews can focus on examples of work experience or personality
traits that fit the four core values of Key Talent Solutions. An interview is the perfect time for the interviewer
to ask probing questions of the applicant to gauge their possession of critical other characteristics, such as
commitment to a positive outlook, a willingness to show vulnerability, and a curious disposition. Since Key
Talent Solutions has a strong team-focused attitude, interviews can also be used to gauge the individual’s
ability to communicate effectively and function within the family environment KTS strives to uphold. Situa-
tional interview questions, where the interviewer asks the interviewee to demonstrate how they would react
to specific job-relevant situations, are recommended. The interviewee can script situational interview ques-
tions that address each specific skill or other characteristic required for the job.
Selection
Procedures
14. Palak Shah & Duncan Evans
14
The survey results show the KSAOs most necessary for training procedures involve analysis
(systems analysis, operations analysis), client interactions (instructing clients, persuading clients,
coaching clients), or a focus on personal traits (self-awareness, emotional intelligence).
Knowledge of training design and implementation was found to be critical for training rather than
selection. It can be implied that KTS offers appropriate training in that area for Organizational De-
velopment Consultants. Training resources could include educational books or workshops.
Skills in systems or operations analysis were found to be critical in training for an Organizational De-
velopment Consultant. To foster growth in this area, training should be conducted via web courses,
seminars, and with relevant literature. Learning systems and operations analysis should be a contin-
uous process. Additionally, skills in instructing, persuading, and coaching clients were also found to
be critical in training for an Organizational Development Consultant. Training for these skills could
be fostered through job-shadowing, mentoring, or role-playing opportunities.
Ability in using SPSS was rated as a necessity for training rather than selection because SMEs did
not seem to rate it as an ongoing necessity for the job of an Organizational Development Consultant.
KTS should proactively identify the tasks in which SPSS skills would be required and train employees
accordingly.
Other Characteristics that were found to be essential for training included high self-awareness and
high emotional intelligence. SMEs had all reported that both personality characteristics are always a
work in progress to generate the culture they want at KTS. Therefore, training in these two charac-
teristics will require long periods of time and continuous dedication to refine. Training should be
fostered via in-house workshops, role-playing activities, and other forms of hands-on learning. Fur-
thermore, we recommended that training for these traits and abilities be part of an on-going process
with the entire Key Talent Solutions team.
Training
Procedures
15. Palak Shah & Duncan Evans
15
The job analysis provided a foundation of tasks and KSAOs that are most important and relevant
for outcomes such as selection and training. In addition, the job analysis also provided clarity to
roles and identified a job description that the company can use for recruitment.
The essential functions:
Coaching
Assessment of Client Needs
Project Management
Relationship Building with Team and Client
Product Delivery
Product Creation
Results for job tasks suggest that the position of an Organizational Development Consultant re-
quires high-level responsibilities that are abstract and difficult to define. However, insight on the
most essential functions and most important tasks will guide consultants to prioritize work ap-
propriately. Prioritization of work will lead to more efficient and effective performance. Results
for KSAOs suggest that most knowledges, skills, abilities, and other characteristics should be con-
sidered for selection. However, those that were found to be critical for training should be consid-
ered of a higher priority for new and existing employees to succeed in their job.
Through a debrief with the CEO of KTS, the following business results are anticipated to arise
through the outcomes of the job analysis.
Growth in number and satisfaction of clientele through better performance
Growth in revenue through an increase in clientele
Decrease in operational costs through effective selection and training procedures
Conclusion
The most important tasks:
Coach clients to increase their self-awareness and potential
for success
Analyze survey results to generate intervention strategies for
organizational issues
Ask powerful questions to comprehend what the client needs
for improvement
Assess the needs of clients to design intervention strategies
that mitigate organizational issues
16. Palak Shah & Duncan Evans
16
By its nature, the position of organizational development consultant is a complex job that features high levels of
change. Each interviewee was very quick to say “every day is different, and rarely ever the same” when prompted
with the directive to “Tell me about a typical work day for you.” The reaction was the same, in an understandable
way. The nature of the consultant is to create client-specific products and services, and with no two clients ever be-
ing the same, each final product or service will be uniquely tailored. We can break down the role of the organiza-
tional development consultant into six major job functions and also generate a comprehensive list of job tasks, but
the information gathered lacks an ability to describe any one work day for an organizational development consult-
ant. We do not believe this to be a serious limitation in our study, as we have shown that other characteristics such
as flexibility, adaptability, willingness to work outside 9-5 hours, and willingness to work in an uncertain environ-
ment highlight the necessity of job incumbents to work in a position where every day is different.
Additionally, Key Talent Solutions is a young and growing company. While this is exciting for the future of KTS, it
provides a challenge in providing only a small number of subject matter experts (SMEs) for collection of data. We
believe our interviews were thorough and our task statements comprehensive, which was affirmed by the CEO, but
for the purposes of scientific measurement more accurate results can be attained when more SMEs are available for
survey responses. Our measures of interrater reliability were very high, which suggests that our results are very ac-
curate for the job of the organizational development consultant at Key Talent Solutions. The results of this job anal-
ysis should not be applied to the role of consultants in other organizations as the results are specific to the job of
organizational development consultant for Key Talent Solutions.
In regards to training procedures, the formulas used to categorize which KSAOs were more relevant for training
yielded two personality characteristics as targets for training and not selection – self-awareness and emotional in-
telligence. This result appears as an outlier in the data, with other similar traits like high empathy, disposition, pos-
itive outlook, and non-judgmental attitudes are firmly in the selection category. In examining the data, we see that
for both self-awareness and emotional intelligence, two respondents voted “yes” when asked if the trait was neces-
sary for new employees to possess (one vote short of a majority), four respondents voted “yes” when asked if the
trait was practical to expect in the labor market, and the mean score for “trouble likely if ignored” was 3.8 for self-
awareness and 3.6 for emotional intelligence. This means that if one more rater had voted that the
trait is necessary (a yes vote) for newly hired employees, the majority ruling would change and both self-awareness
and emotional intelligence would be recommended for selection rather than training, a suggestion that matches
with the rest of the data. In examination of company procedures, it was found that KTS does have a plethora of
training methods to increase both self-awareness and emotional intelligence, and the company does feel very
strongly that self-awareness and emotional intelligence are able to be increased through training. To acquire more
consistent results, perhaps the KSAO could have been presented as “willingness to seek an increase in self-
awareness/emotional intelligence.” We acknowledge that this is also a function of a small sample size in our survey
respondents, and would expect differences between other characteristics to disappear in a larger sample size.
Limitations
17. Palak Shah & Duncan Evans
17
The following questions were formally sent to the interviewees prior to the interview:
1. Would you say project leadership is your biggest role as an OD consultant?
2. If you had to divide your role into five major job functions, what would they be?
3. What are the specific tasks job incumbents perform to accomplish the major functions?
4. Can you tell us what steps you take to lead a project?
5. What types of client meetings do you attend? Can you describe your role in these meetings?
6. What knowledge do you need to complete the major job functions of your job?
7. What skills do you need to complete the major functions of your job?
8. Outside of the five major functions, are there other tasks that you perform?
9. Are these tasks you perform occasionally, like once or twice a year?
The following questions were asked informally during the interview:
1. Can you tell us about a typical day?
2. Are their any tools you use on a daily basis?
3. Do you do any research?
4. What is one example of a project you are proud of?
5. How do you define success in your job?
Interview Format
18. Palak Shah & Duncan Evans
18
Survey
The following survey was created with Qualtrics survey software and distributed via company email. The answer boxes
were arranged in a Likert-scale style in the distributed survey, but are presented via dropdown box in this example for
formatting purposes.
21. Palak Shah & Duncan Evans
21
KSAOs — knowledges, skills, abilities, and other characteristics
Task difficulty — the challenge in completing the task relative to the other job
tasks
Task criticality — in the importance of completing the task correctly based on
possible negative consequences
SMEs — subject matter experts which include job incumbents, supervisors, clients,
or other individuals with extensive knowledge of the role of an organizational de-
velopment consultant
Reliability — the extent to which an experiment, test, or measuring procedure
yields the same results on repeated trials
Validity — the extent to which a measurement is well-founded and corresponds
accurately to the real world
Job functions — the collection of tasks all directed at general goals of a job
Job tasks — collections of activities directed toward the achievement of specific
job objectives
Definition of
terms
22. Palak Shah & Duncan Evans
22
References
Brannick, M.T., Levine, E.L., & Morgeson, F.P. (2007). Job and Work Analysis: Methods, research, and
applications for human resources management. (2nd Ed.) Thousand Oaks, CA: SAGE Publications, Inc.
IBM Corp. Released 2014. IBM SPSS Statistics for Macintosh, Version 23.0. Armonk, NY: IBM Corp.
Sidney, G. (1988). The job analysis handbook for business, industry, and government. New York: Wiley.
The survey for this report was generated using Qualtrics software, Version 2.4 of the
Qualtrics Research Suite. Copyright 2015 Qualtrics. Qualtrics and all other Qualtrics
product or service names are registered trademarks or trademarks of Qualtrics, Provo,
UT, USA. http://www.qualtrics.com
The job analysts would like to thank Laura and the Key Talent Solutions team for their
consistent and prompt responses, and allowing us to tap into their valuable time and
energy to gather information. We thank you for your participation!
This job analysis should be used for academic purposes only.
Acknowledgments