Workplace Big 5 Personality Inventory for Jane Doe
Leaderless Group Discussion
OBSERVER SUMMARY FORM
PLEASE CAREFULLY EVALUATE THE PARTICIPANT’S BEHAVIOR FOR EACH
DIMENSION AND CIRCLE THE RATING.
PROBLEM ANALYSIS-effectiveness in processing information
5- Quickly analyzed all pertinent information
3- Processed most of the information
1- Seemed confused by the information; slow to understand the information
TENACITY-ability to persist with a problem or line of thought until resolved
5- Highly focused on the task and a driving force for resolution
3- Stayed with the task, but not pushing for solution
1- Appeared to give up; became disinterested or frustrated
LISTENING SKILL-ability to assimilate relevant information from others
5- Listened openly and considered alternate points of information
3- Appeared to listen to others politely
1- Misinterpreted information from others; interrupted others; disregarded alternate
VERBAL COMMUNICATION-ability to clearly & effectively convey relevant
information to others
5- Created interactive dialogue; used specific, easy-to-understood language
3- Spoke mainly when engaged by others first; adequate articulation of information
1- Rarely spoke; constantly spoke about irrelevant information; spoke incoherently
PROBLEM SOLVING-ability to use relevant information to generate ideas and select
5- Considered relevant information, evaluated ideas, and selected a correct solution
3- Generated ideas, but did little to evaluate them or select a solution
1- Disregarded relevant information; did not add value to the problem-solving process
Leadership Analysis Report: Jane Doe
Prepared by: Organizational Development, 9/11/08
The purpose of the Leadership Analysis Report is to use assessment data to provide a better
understanding of how the participant would perform as a leader at CMC-Union. These
assessments are created from research-based measures that have been shown to predict positive
leadership outcomes. The report is intended to prompt a career development discussion between
the participant and sponsoring manager as a way to grow and retain future leaders at CMC-
Personal Mastery- Understands his/her strengths, continually learning and improving skills.
Involves others whose strengths compensate for their weaknesses. Accepts feedback well and
changes behavior to improve. Exhibits professionalism regardless of circumstances.
Jane tends to be somewhat open to change, meaning the key for Jane to act on feedback is
for her to be convinced of the value of any possible changes. Once convinced, her high drive for
perfection means she will likely act on the feedback to become an even better leader. Nothing
about her tact or response to stress seems likely to stand in the way of consistently exhibiting
Communicates the Mission/Vision- Clearly links CMC-Union’s Mission and customer needs to
specific goals and behaviors for staff. Uses national best practices in their professional area to
create a departmental direction, ensuring staff understand why those practices support the
Jane’s enjoyment of being social and highly visible, coupled with the ability to clearly
and enthusiastically communicate, make a good combination for spreading a vision to staff and
getting them to buy in. Her detail orientation and problem analysis might be a hindrance in
creating a broad strategic plan for staff to follow, but her current position doesn’t require her to
create departmental strategy.
Execution- Communicates priorities and sets goals that realize the mission using measurable
outcomes. Educates staff on the metrics used to measure departmental performance. Creates a
clear and effective plan for implementing change.
Executing a plan would let Jane capitalize on her comfort in working with details, and her
energetic sociability can help her keep others informed and aware of progress. If problems arise
during plan execution, Jane may need assistance in troubleshooting to get things back on track.
Empowerment/Growth- Requires staff to grow in their professional skills through education and
increased responsibility. Uses delegation as a way to increase employee involvement,
departmental efficiency, and professional development.
By being realistic, Jane seems capable of growing others without overwhelming them.
She is moderately trusting of others and moderately open to different ways of doing things, so she
is capable of sharing responsibility when needed. However, delegating may be stressful for Jane
due to her very high personal standards.
Rewards and Recognizes- Positively reinforces staff behaviors that support the goals and
priorities set by the department. Uses rewards and recognition to increase employee retention.
Jane’s sociability and active energy can lead her to get out and observe employee
performance, helping her catch people doing things right. Her effective communication and
positive enthusiasm can be useful in reinforcing good performance as well.
Accountability- Holds self and staff accountable for reaching goals/priorities. Gives actionable
feedback to staff in a timely manner when performance is below expectations.
Jane’s likelihood of being out on the floor and working around others means she will
often be in position to observe performance and provide on the spot feedback. Her expressive,
challenging tendencies can help her call out employees for subpar performance, but she may
sometimes micromanage due to her high standards for performance and focus on details.
Interdepartmental Support- Works across departments to create a seamless customer
experience. Manages differing priorities across departments, working towards compromise that
results in the best outcome for customers. Effectively resolves conflict with peers.
Building relationships should come easily for Jane as she is a clear communicator, good
listener, and displays a positive attitude. Her expressiveness, along with her dual concern for self-
needs and needs of others, can make her a valuable contributor during group situations.
Financial Acumen- Manages resources effectively. Continually develops understanding of
departmental influence on organizational finances and implements best practices. Creates
compelling business arguments using data to justify needed resources that support CMC-Union’s
Sticking to a prescribed budget may be a strength of Jane’s because of her attention to
detail and perfectionism. Building a business case for more resources might be challenging for
Jane as it involves big-picture focus and analysis, but she is capable of effectively verbalizing a
case once created.
OD Conclusions & Suggestions
Jane is currently an ANM who oversees daily operations. At this point, Jane seems like a
good fit as a team player who can focus on executing detailed objectives and passionately sharing
information. When given a plan to implement, Jane’s sociability, high personal standards, and
attention to detail mean that she can successfully lead a group task. For Jane to grow her frontline
leadership ability, she needs to focus on delegating tasks to others. This can be helpful in
developing staff and also in making sure that she doesn’t spread herself too thin.
Long Term Growth
Jane has stated a contentment with her current role for the near future, but leaves open the
possibility of interest in the nurse manager level several years down the road. For Jane to grow
her leadership potential at the nurse manager level, she needs more exposure to the complexities
of strategic big-picture processes and decisions, along with how her behaviors can affect those
things. Therefore, developmental long-term activities might include budget planning, using data
to build arguments, and reviewing patient/employee satisfaction, finance metrics, and employee
performance trends to understand the aggregate state of her department.
Measuring Behavior Change & Business Impact From Training or Projects
STEP 1: Clarify the behaviors or business outcomes that you hope to affect, and gather
baseline comparison data to assess the participants’ effectiveness before completing the
training. If the focus is on behavior change, baseline data should be collected from people
who frequently observe the participants’ behavior. Sources can include annual
performance reviews, 360 developmental feedback, or employee rounding. For business
outcomes, baseline comparison data can come from the participants themselves, internal
historical data, external benchmarks, or control groups.
STEP 2: Complete the training then allow a lag time of at least one month before
collecting resultant comparison data. The lag gives participants time to use the new
behavior or achieve different business outcomes.
STEP 3: Collect resultant comparison data and look for improvements. For behavior, this
may mean looking at the next annual performance review scores, asking sources to
provide another round of participant feedback, or comparing improvements to the control
group’s changes. For business outcomes, resultant data should be compared to the
baseline data that were gathered. Trainers also need to be prepared to logically argue for
the training as the cause of the data improvements. Using control groups and Kirkpatrick
Level 1 and 2 data are helpful in this endeavor.
STEP 4: Monetize the data improvements to show return on investment. This is done by
deriving a monetary value for a single data unit (unit values can come from standard
values, benchmark data, or subject matter experts), then multiplying it by the data
improvement. The aggregate monetary value can then be turned into a benefits/cost ratio
or a return on investment percentage (visit www.roiinstitute.net for a good resource).
Hourly Patient Rounding Saves Money (fictional case)
Strategic Objectives: Reduce expenses; improve patient satisfaction
Operational Goal: Reduce falls by 10%; improve patient satisfaction by 10%
Staff Behavior Training Program: Implement hourly patient rounding with a focus on
positioning, potty, and pain management
Step 1: Internal historical data show that the Surgical Care Unit averages 27 patient
falls per year over the past 5 years; last year’s patient satisfaction finished at the 33rd
Step 2: Training program completed and hourly rounding has been in effect for 6
months in the Surgical Care Unit
Step 3: During the 6 months of hourly rounding, there have been only 8 falls (which
projects to 16 on an annual scale) and patient satisfaction is at the 70th percentile
nationally for the Surgical Care Unit
Step 4: External benchmark data show that each fall costs a hospital $5,000 on average.
Using the resultant data, falls have been reduced from 27 to 16 for the year and the
money saved on falls for the year is estimated at $55,000 ($5,000 x 11 = $55,000). The
cost to produce and conduct the training was $12,000, yielding an ROI of 358%
($55,000 - $12,000 = $43,000; $43,000 / $12,000 = 3.58, or 358%).
A Sample of Foundation’s Projects
• The Recycling Pilot Program recycled approximately 470 lbs. of aluminum cans
in ten weeks, potentially resulting in over 2,000 lbs. of recycled cans in a year
(these figures don’t include the additional departments joining the program in
o 35 bags of plastic bottles were recycled during the ten-week period as well
• PACU/Day Surgery discovered two billable procedures (preoperative assessment
& peripheral nerve block insertion) that weren’t being charged, yielding on
average $15,000 of lost revenue per month; the staff education and billing
corrections will potentially generate $180,000 of revenue in a year
• Women’s & Children’s Center implemented patient education classes on newborn
care during February 2008 to improve discharge instructions
o OB/GYN 4th quarter 2007 PRC scores for discharge instructions ranked at
the 37th percentile; the first 3 quarters of 2008 data yield an average 97th
percentile rank on discharge instructions
• Wound Care increased physician debridement rates from 36% to 57%, which
resulted in 543 additional debridement procedures
o Each debridement earns roughly $470, yielding about $255,000 in