SMD Business-Focused 360 Assessment


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Learn how to use predictive analytics to find out what competencies from your 360 assessment drives real business outcomes (profit, revenue, performance). Strategic Management Decisions ( presents their proprietary approach to 360 assessments.

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SMD Business-Focused 360 Assessment

  1. 1. Using Multi-Rater (360) Assessments toDrive Business OutcomesShane Douthitt, Ph.D.Scott Mondore, Ph.D.
  2. 2. Learning Objectives• How to use multi-rater assessments for senior and front-line leaders• Key process steps for effective implementation of a multi-rater assessment• How to link competencies to business outcomes—Calculate ROI• Identifying key training needs for the organization• How to drive development at the systemic and individual level in your organization
  3. 3. SMD Publications #3 Bestseller for 2011 Published by Published by SHRM (2009) SHRM (2011)HR People & Strategy has awarded SMD The WalkerPrize for their article on Talent Management Analytics.“The Walker Prize is given to the article that ‘bestadvances state-of-the-art thinking and practices in humanresources.’"
  4. 4. About SMD:Driving Business Results Through Talent ManagementOur Platform• Implement Talent Management processes based on analytics, linking people to critical business outcomes• Partner with our clients to create and execute people strategies that drive business outcomes and maximize ROI Our Results • Linkage of Talent Management (e.g., engagement survey results, training, performance ratings, competency assessments) to a variety of business outcomes: ▫ Operations Metrics (e.g., operating margin) ▫ Financial Metrics (e.g., sales dollars, productivity) Connecting Employees ▫ Customer Satisfaction to Business Results • HR Strategy & Planning ▫ Turnover/Retention Human Capital Measurement • • Talent Management ▫ Employee Safety • • Leadership Development Executive Assessment & Coaching • Significant bottom-line improvements and • Organizational Effectiveness return-on-investment for our clients.
  5. 5. Presenter BioScott Mondore, Ph.D.Scott has over 15 years of experience in the areas of strategy, talent management,measurement, customer experience and organizational development. He has internal andconsulting experience across a variety of industries including transportation, healthcare,manufacturing, pharmaceuticals, utilities, and hospitality.Scott is currently a managing partner of Strategic Management Decisions (SMD). BeforeSMD, he served as East Region President for Morehead Associates, a healthcare HRcompany. Before joining Morehead, Scott worked as a Corporate Strategy Director at Maersk,Inc. He also worked as an Organizational Effectiveness Leader at UPS, focusing onemployee assessment and measurement as well working as a consultant to large and smallorganizations in both the private and public sector.He is the co-author of “Investing in What Matters: Linking Employees to Business Outcomes”and has published several articles on various topics, including employee turnover, employeesafety, coaching, litigation and leadership. Scott is also an Adjunct Professor of Psychology atthe University of Georgia, Fairleigh Dickinson University & the University of North Carolina-Charlotte.Scott holds a masters degree and doctorate in applied psychology from theUniversity of Georgia.
  6. 6. Presenter BioShane Douthitt, Ph.D.Dr. Shane S. Douthitt is a co-founder and managing partner of Strategic ManagementDecisions (SMD). He has more than 18 years of experience in the areas of measurement,talent management, executive assessment and coaching, and organizational developmentacross a variety of industries. Before SMD, he was the SVP of Sales and ProductManagement at Morehead Associates—a healthcare HR consulting company. Before joiningMorehead, Shane worked as a Senior Vice President of Human Resources & LeadershipDevelopment at Bank of America. Shane also worked as a consultant for Towers Perrin andIBM.Shane is the co-author of “Investing in What Matters: Linking Employees to BusinessOutcomes” (SHRM, 2009) and “Business-Focused HR: 11 Processes to Drive Results”(SHRM, 2011). In addition, he has published several articles in leading journals on a variety oftopics, including HR strategy, measurement, teams, individual differences and diversity,employee selection, group dynamics, and careers, and leadership development.Shane holds a masters degree and doctorate in applied psychology from the University ofGeorgia, as well as a master’s degree in industrial/organizational psychologyfrom the University of Tulsa.
  7. 7. RETHINK Your Approach to HR! Make HR a Profit Center • Quantify the impact of employees on business outcomes • Calculate an expected ROI for investments in employees • Define the relationship between HR processes and business outcomes Connect Key HR Processes • Provide a single, integrated view of key HR processes • Reduce your HR related costs through integration and strategic alignment • Connect HR processes to business results Spend More Time Driving Results • Align HR professionals, organizational leaders, & employees to focus on actions that drive results • Provide customized analytics and simplified reporting through business-focused scorecards
  8. 8. Talent Link Key HR Processes Performance Examples of Management Business Outcomes People Training Selection • Turnover • Employee engagement Service • Customer satisfaction • Wait times Quality Career Business EmployeeDevelopment Outcomes Survey • Clinical outcomes • Product Defects Finance • % to budget • Cost reduction Growth Competency • Sales growth 360 Feedback Builder • Margin growth Succession Planning
  9. 9. Key HR Processes in One Place
  10. 10. Agenda• Using Multi-Rater Assessments• Communicating the advantages of multi-rater assessments• Executing the process• Linking results to business outcomes• Comprehensive Case Study• Driving development and buy-in across the organization• Timing to execute
  11. 11. What Our Clients Are Saying…“We can’t “I’ve had “We don’t “We say our “Themake the trouble in the have the people are the informationbusiness case past getting resources for key but we can be veryto do it.” employees to these types of don’t invest insightful.” do anything analytics.” much in with the them.” results.”
  12. 12. Uses for Multi-Rater Assessments• Senior Leaders: ▫ Common: Individual Development; Senior Team Functioning ▫ Cutting Edge: Incorporated into a comprehensive leadership development program; linked directly to business outcomes• Front-line Managers ▫ Common: Individual development ▫ Cutting Edge: Linked directly to business outcomes & performance metrics; training needs assessment• Front-line Employees ▫ Common: not usually done ▫ Cutting Edge: customers (external or internal) included in the process and linked to performance metrics
  13. 13. Sample Leadership Program OverviewPhase 1 Phase 2 Phase 3 Phase 4Design Program Assessment & Group Learning Coaching Feedback •Build leadership •Kick-off program and •Execute group •Provide coaching strategy orient participants learning sessions during periodic 1:1 •Define program •Participants and including: meetings objectives and assessors complete •Business strategy •Participants have, as create “blueprint” assessments and organizational needed, access to •Select and build • Multi-rater alignment coaches throughout customized program • Follow-up •Effective the process components Interviews leadership skills •Wrap-up program •Build customized •Personality •Creating an •Evaluate program leadership Assessment effective effectiveness assessment process •Aggregate development plan •Match & train assessment data and •Aggregated assessors produce an overall assessment results leadership team and leadership report team development •Provide feedback •Execute learning and build action team projects development plan •Observe and provide feedback & coaching
  14. 14. Advantages of Multi-Rater Feedback Accuracy Face-Validity Richer Insights Open Practical & Commitment to Communication Cost-effective Performance 14
  15. 15. Multi-Rater Assessment Process Develop Deliver Conduct Define Define Tool & Pre- Launch & Competencies Reports & SystemicObjectives Launch Administer Feedback Analysis Process
  16. 16. Step 1: Define Objectives• Answer the following questions: ▫ What business objectives are we trying to achieve? ▫ What business outcomes are we trying to drive? ▫ Which employees will participate in the process and when? ▫ How will reports be delivered and feedback facilitated? ▫ What competencies/behaviors will be assessed? ▫ What role will the managers of participants play? ▫ How will raters be selected? ▫ How will the overall process be communicated?
  17. 17. Objectives of Multi-Rater Assessment• Performance feedback from multiple sources to drive individual development; Review of changes in performance over time for Sales reps who participated in 2009.• Systemic analysis of all assessment data to identify macro-level strengths/development needs and adjust company-wide training strategy based on results.• Linkage analysis to reveal the specific competencies, skills, and behaviors that directly drive market share movement and script writing behavior.
  18. 18. Step 2: Define Competencies Sales Force Evidence-Based Selling Skills Differentiators Managed Care Expertise25 competency items4 overall ratings Needed Relationship Building1 open-ended item to be Successful Advanced-Level Selling Skills7-point response scale Product & Disease State Expertise Must have Account Management to do the Job Consultative Selling Skills
  19. 19. Selling Skills Assessment Sample ItemsCompetency Sample ItemAccount Management Responds with appropriate urgency to requests that require follow upAdvanced-Level Engages in discussions with healthcare providers that are relevant andSelling Skills interactiveEvidence-Based Easily discusses concerns about bias in XYZ’s clinical studiesSelling Skills Accurately answers questions about clinical study methodologyProduct & Disease Articulates all potential effects that XYZ can have on patients depending onState Expertise therapy paradigm and patient profileManaged Care Effectively finds solutions to managed care challenges and restrictionsExpertiseRelationship Building Comfortably builds rapport with healthcare provider’s office staffConsultative Selling Asks pertinent and insightful questions during interactions to identify customerSkills needs
  20. 20. Step 3: Develop Tool & Pre-Launch Process • Create the on-line survey • Provide sufficient communications to key stakeholders in advance of the survey launch • Effective communications will: ▫ Reduce participant anxiety ▫ Clearly state the purpose of the process ▫ Align the initiative with organizational strategy ▫ Improve the response rate ▫ Clearly outline project timing
  21. 21. Rating Scales5-Point Scales 6-point Scale 7-point Scale Agreement: Agreement: Agreement:0 = Cannot Answer 0 = Cannot Answer 0 = Cannot Answer1 = Strongly Disagree 1 = Strongly Disagree 1 = Strongly Disagree2 = Disagree 2 = Disagree 2 = Disagree3 = Neither Agree or Disagree 3 = Somewhat Disagree 3 = Somewhat Disagree4 = Agree 4 = Somewhat Agree 4 = Neither Agree nor Disagree5 = Strongly Agree 5 = Agree 5 = Somewhat Agree 6 = Strongly Agree 6 = AgreeFrequency: 7 = Strongly Agree0 = Cannot Answer Frequency:1 = Never 0 = Cannot Answer Frequency:2 = Rarely 1 = Never 0 = Cannot Answer3 = Sometimes 2 = Almost Never 1 = Never4 = Often 3 = Sometimes 2 = Seldom5 = Always 4 = Frequently 3 = Rarely 5 = Almost Always 4 = Sometimes 6 = Always 5 = Often 6 = Very Often 7 = Always
  22. 22. Screenshot
  23. 23. Step 4: Launch & Administer Survey Tips for Increasing Customer Responses 1. Employees should personally invite customers to provide feedback, communicating the following: • Emphasize the organization’s continuous efforts to improve customer service, meet customers’ needs and gather customer feedback and input • The organization and the employee value his/her input • His/her feedback will be used to improve the employee’s performance, as well as guide organizational development at a macro-level • Confirm the contact information of the customer 2. After the survey process is completed, employees should provide the customer with a summary of the developmental feedback received and the developmental activities planned to address the feedback.
  24. 24. Step 5: Deliver Reports & Feedback• Individual reports are generated for each participant . ▫ Provide detailed feedback to participants on their strengths and development needs. ▫ Reports provide scores for overall competencies (e.g., consultative selling, product/disease-state knowledge), as well as individual behaviors, skills, and knowledge (e.g., the sales professional accurately answers questions about clinical study methodology). ▫ Rater group scores (e.g., healthcare providers) are broken out separately when three or more ratings are received (except for the manager and self rating which is provided based on a single submission).
  25. 25. Prioritizing Interventions: 360 HeatMap: Revenue % EffectivePerformance Linked to Your LMS Impact on Revenue (Beta Weight)
  26. 26. Step 6: Conduct Systemic Analysis • Conduct a systemic analysis utilizing the aggregated data set. • A linkage analysis, using structural equations modeling, can be conducted that links competencies to business outcomes (e.g., market share). • The analysis allows an organization to prioritize individual behaviors that contribute to the desired outcome. • The analysis allows organizations to prioritize training & development interventions.
  27. 27. Participation Results• 139 Reps participated in the Assessment• Total Number of Reviews Completed: 994 ▫ Manager Reviews: 139 ▫ Physician Reviews: 717• Average of 7 reviews per participant• Highest number of physician responses was 18 28
  28. 28. Competency-Level Results OverallCompetency Self Manager Physician Average**Relationship Building 5.57 5.75 5.50 5.75Account Management 5.55 5.70 5.30 5.73Product & Disease-State Expertise* 5.55 5.48 5.28 5.73Managed Care Expertise* 5.55 5.53 5.40 5.70Evidence-Based Selling Skills* 5.53 5.80 5.97 5.70Sales Representative Overall 5.52 5.48 5.25 5.53Advanced-Level Selling Skills 5.35 5.43 5.03 5.55Consultative Selling Skills* 5.31 5.25 5.98 5.58 Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree *Denotes key drivers of Script Writing and Market Share Performance. **Overall Averages Exclude Self Ratings. Green and Red shading denote statistically significant differences between the rater group (i.e., Self, Manager, or Physician) and the Overall Average.
  29. 29. Overall Highest Scoring Items OverallCompetency Item Average* Effectively works with the entire office (e.g., all healthcare providers,Account Management 6.70 office manager, nurses) to meet patients’ needsAccount Management Respects the policies and procedures of the healthcare providers office 6.70 Responds with accuracy to questions pertaining to XYZ and the diseaseAdvanced-Level Selling Skills 6.70 state Provides education and clinical information, and is viewed as a trustedConsultative Selling Skills 6.70 pharmaceutical representativeProduct & Disease-State Expertise Possesses broad knowledge of the testosterone replacement market 6.70 Effectively differentiates XYZ from other products in the male hormoneProduct & Disease-State Expertise 6.70 replacement categoryManaged Care Expertise Articulates the formulary advantages and status of XYZ 6.70 In addition to discussing the male hormone replacement market, is wellRelationship Building 6.70 rounded and can effectively converse on various topicsRelationship Building Comfortably builds rapport with healthcare providers office staff 6.65 Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree *Overall Averages Exclude Self Ratings.
  30. 30. Overall Lowest Scoring Items OverallCompetency Item Average* Gains commitment from healthcare providers to take specific action (e.g.,Advanced-Level Selling Skills 6.05 write more scripts, try XYZ) Gains commitment from stakeholders across the healthcare providers office toConsultative Selling Skills 6.10 take specific action (e.g., try XYZ) Asks pertinent and insightful questions during interactions to identifyConsultative Selling Skills 6.25 customer needsAdvanced-Level Selling Skills Effectively listens to and addresses healthcare providers needs and concerns 6.40 Understands physicians unique approaches to treating the disease state andConsultative Selling Skills 6.40 provides solutions based on needsManaged Care Expertise Effectively positions vouchers in the correct situations 6.40 Engages in discussions with healthcare providers that are relevant andAdvanced-Level Selling Skills 6.45 interactive The sales representative is a highly valuable resource to healthcare providersSales Representative Overall 6.45 offices Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree *Overall Averages Exclude Self Ratings.
  31. 31. Competency-Level Results by Region Advanced- Product & Evidence- Sales Account Consultative Managed Care RelationshipRegion Level Selling Disease-State Based Selling Representative Management Selling Skills* Expertise* Building Skills Expertise* Skills* Overall 201 5.55 5.43 5.49 5.49 5.34 5.48 5.53 5.35 202 5.81 5.59 5.70 5.70 5.57 5.81 5.81 5.59 203 5.55 5.41 5.51 5.51 5.35 5.50 5.52 5.55 204 5.73 5.55 5.55 5.55 5.55 5.55 5.55 5.55 205 5.50 5.35 5.55 5.55 5.38 5.51 5.55 5.52 205 5.49 5.55 5.55 5.55 5.58 5.71 5.55 5.45 207 5.73 5.54 5.53 5.53 5.51 5.52 5.55 5.48 301 5.59 5.47 5.42 5.42 5.55 5.45 5.52 5.47 302 5.75 5.57 5.50 5.50 5.49 5.57 5.77 5.59 303 5.58 5.53 6.61 6.61 6.52 6.63 6.76 6.59 304 6.79 6.64 6.74 6.74 6.65 6.75 6.82 6.72 305 6.48 6.38 6.29 6.29 6.37 6.46 6.55 6.41 306 6.68 6.71 6.64 6.64 6.68 6.68 6.73 6.65 307 6.68 6.63 6.58 6.58 6.46 6.57 6.59 6.51 308 6.53 6.48 6.63 6.63 6.57 6.57 6.67 6.54Overall 6.64 6.53 6.56 6.62 6.51 6.60 6.68 6.55 Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree *Denotes key drivers of Script Writing and Market Share Performance; Averages Exclude Self Ratings. Green and Red Shading denote differences of +/- 0.10 from the Overall Competency Average..
  32. 32. Cohort Comparison: Competency Ratings General Rep North Star Rep Difference SignificantCompetency Average** Average (N = 132) (N = 7) (NS - General) Difference***Account Management 5.53 5.88 +0.25 YesAdvanced-Level Selling Skills 5.53 5.71 +0.18 NoConsultative Selling Skills* 5.55 5.79 +0.26 YesProduct & Disease State Knowledge* 5.51 5.79 +0.18 NoEvidence Based Selling Skills* 5.50 5.75 +0.25 YesManaged Care Expertise* 5.50 5.77 +0.17 NoRelationship Building 5.57 5.83 +0.26 NoSales Representative Overall 5.54 5.71 +0.17 No Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree*Denotes key drivers of Script Writing and Market Share Performance.**North Stars (i.e., top performing Reps) were identified by Sales Directors based theirtrack record of delivering results in a manner consistent with Auxilium’s values.***Differences were considered statistically significant at the 0.10 level.
  33. 33. Identifying Drivers of Sales Performance
  34. 34. Linkage Analysis Methodology:Structural Equation Modeling (SEM)Traditional data analysis methods include:• Qualitative analysis or gap analysis (strengths/weaknesses)• Correlation• RegressionAdvantages of SEM:• Allows you to assess multiple independent measures (e.g., competencies) & dependent measures (e.g., sales performance outcomes) simultaneously.• Implies causality and allows you to calculate the ROISEM is commonly used in other industries (e.g.,econometrics, market research)
  35. 35. Linkage Analysis Results: Overview of the Full Model 2 Circled numbers indicate the development priority based on the Product & magnitude of the relationship with script writing & market share. Disease-State Expertise 0.54* XYZ Script Writing 3 1 0.16* Managed Care 0.29* Evidence-Based 0.60* Expertise Selling Skills 0.19* 0.10* 4 Market Share Consultative Selling Skills *Higher path values indicate a stronger impact based on a 0.0 to 1.0 scale.Findings & Implications:• Evidence-Based Selling Skills are a significant, causal driver of Script Writing and Market Share.• Evidence-Based Selling Skills, in turn, are driven by Product & Disease State Expertise, Managed Care Expertise, and Consultative Selling Skills.• Prioritizing initiatives that target the key drivers listed above will lead to improvements in sales performance among XYZ Sales Representatives.
  36. 36. Linkage Analysis Results: Overview of Critical Item-Level DriversPriority* Competency Item Evidence- Easily discusses concerns about bias in XYZ’s clinical studies 1 Based Selling Skills Accurately answers questions about clinical study methodology Possesses broad knowledge of the testosterone replacement market Product & 2 Disease State Articulates all potential effects that XYZ can have on patients depending Expertise on therapy paradigm and patient profile Understands the specifics of managed care plans Managed Care 3 Expertise Effectively finds solutions to managed care challenges and restrictions Understands physicians’ unique approaches to treating the disease state Consultative and provides solutions based on needs 4 Selling Skills Asks pertinent and insightful questions during interactions to identify customer needs*Priorities determined based on the magnitude of the relationship with script writing & market share.
  37. 37. Comparison of 2009 and 2011 Assessment Results
  38. 38. Competency-Level Change in Performance 2011 2009 Difference SignificantCompetency Average** Average** (2011 – 2009) ChangeAccount Management 6.65 6.64 +0.01 NoAdvanced-Level Selling Skills 6.55 6.59 -0.04 NoConsultative Selling Skills* 6.59 6.47 +0.12 YesProduct & Disease State Knowledge* 6.65 6.51 +0.14 YesEvidence Based Selling Skills* 6.56 6.34 +0.22 YesManaged Care Expertise* 6.64 6.42 +0.22 YesRelationship Building 6.70 6.64 +0.06 NoSales Representative Overall 6.61 6.53 +0.08 No Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree* Denotes 2011 key drivers of Script Writing and Market Share Performance.** Averages calculated for XYZ Sales Representatives who participated in the assessment in2009 and 2011 (N=84); therefore, 2011 averages reported here differ slightly from 2011averages presented previously. All averages exclude self ratings.
  39. 39. Taking Action on the Assessment ResultsKey Drivers of Sales The Key Drivers are levers thatPerformance*: can be invested in to:1. Evidence-Based Selling • Improve Script Writing Skills Performance2. Product & Disease State • Grow Market Share Expertise • Enhance Sales3. Managed Care Expertise Representatives Overall4. Consultative Selling Skills Performance
  40. 40. Prioritizing InterventionsPrioritizingopportunities andmaximizingreturn oninvestment Low Scoring Market Share Items Drivers Manager/Customer Comments
  41. 41. Improving Behaviors Across the Organization Systemic Interventions Organization OrganizationPost-Assessment Manager Region Region Regionsupport shouldinform alllevels: Rep Rep Rep• System Sales Rep Rep Rep Rep• Manager• Individual Rep Rep Rep Individual Develop. Plans
  42. 42. Using the Results• Deliver workshops on interpreting report and building a development plan• Developed a training resource guide – organized by competency available for all employees and managers• Incorporate results into training strategy and plans for Product XYZ sales force• Adjust brand strategy to align with key learnings• Used the ROI to gain organization-wide buy-in
  43. 43. Individual Prioritization 2011 Selling Skills Assessment: Individual Development Priorities and Action Plan Rep NAME: John Doe REGION: 304 Individual Development Priorities* Performance/ Competency Item Priority Level** Evidence Based Selling Accurately answers questions about clinical study methodology 1 Evidence Based Selling Easily discusses concerns about bias in XYZs clinical studies 1 Consultative Selling Asks pertinent and insightful questions during interactions to identify customer needs 2 Provides education and clinical information and is viewed as a trusted pharmaceutical Consultative Selling 2 representative Gains commitment from stakeholders across the healthcare providers office to take specific Consultative Selling 2 action (e.g. try XYZ) Understands physicians unique approaches to treating the disease state and provides Consultative Selling 2 solutions based on needs*Priority competencies/items identified based on the magnitude of their relationship with XYZ Script Writing and Market Share;Focusing on development actions that target the competencies/items listed above will contribute directly to improvements in bottom line sales performance.**Performance/priority based on reps performance on the 2011 Selling Skills Assessment; Red = Low Performance; Yellow = Average Performance;Green = High Performance. Development Action Plan Competency/Item Development Action Target Date 1.
  44. 44. Practical Execution Tips• Use the linkage analysis to secure management buy-in• Assess Organizational Readiness• Create a Valid and Reliable Instrument• Set Clear Objectives for the Process• Select and Coach Raters• Coach Employees on Interpreting Their Ratings• Train Employees on Creating Development Plans• Formalize a Goal-Setting Component• Implement the Process on a Routine Basis• Use the Process for Development Purposes Only• Align Ratings with Observed Behaviors• Present Data in Multiple Forms in Reporting• Focus on Task/Skills Improvement• Evaluate the Effectiveness of the Entire Multi-rater Process
  45. 45. Timing Step Time to CompleteIdentify 360 target population 2 weeksDefine measurement/process objectivesDefine critical competencies and behaviorsFinalize tool and pre-launch process 2-3 weeksLaunch and administer 3-4 weeksDeliver reports and feedback process 2 weeksPresent systemic analysis 2 weeksTotal Time 11-13 weeks
  46. 46. What We Have Covered• The most effective uses for multi-rater assessments• Advantages of multi-rater assessments• The process for effectively executing a multi- rater assessment• How to link the competency assessments to business outcomes• How to leverage the multi-rater assessment to conduct a systemic training needs assessment• Driving development at the systemic and individual level
  47. 47. To Contact Us: Shane Douthitt, Ph.D. Managing Partner (704) 975-6820 Scott Mondore, Ph.D. Managing Partner (404) 808-4730