Leveraging Employee Assessments
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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.
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Leveraging Employee Assessments
- 1. #TMwebinar The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Leveraging Employee Assessments
- 2. #TMwebinar Part 1 Speakers: Suzanne Farmer AVP Organizational Development & Training UT Southwestern Medical Center Mikel LaPorte Sr. OD Consultant UT Southwestern Medical Center Part 2 Speaker: Ryan Smith Chief Operating Officer Raidious Leveraging Employee Assessments
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- 7. #TMwebinar 1. May I receive a copy of the slides? YES! Click on the resource list located on the top left portion of your screen. 2. May I review the webinar recording at a later date? YES! You may log in again using today’s link to review the presentation on-demand. Frequently Asked Questions
- 8. #TMwebinar Sarah Sipek Associate Editor Talent Management magazine Leveraging Employee Assessments
- 9. #TMwebinar Ryan Smith Chief Operating Officer Raidious Suzanne Farmer AVP, Organizational Development & Training UT Southwestern Medical Center Leveraging Employee Assessments Mikel LaPorte Sr. OD Consultant UT Southwestern Medical Center
- 10. UT Southwestern Medical Center Assessment Approach December, 2014 Leveraging assessments throughout the employee lifecycle to inform decision-making, generate self-awareness and drive development Suzanne Farmer Suzanne.Farmer@UTsouthwestern.edu Mikel LaPorte Mikel.LaPorte@UTSouthwestern.edu
- 11. Office of Business Affairs OD&T Pre-hire Onboard Leadership & Career Coaching Potential • eSkills (e.g., Office) • Professional • By role (e.g., Nurse) • Customer service • Leadership • Executive Selection • SkillSurvey – Reference • Translate assessment results into Dev Plan • 360 • DISC • Thomas-Kilman • Conflict Dynamics Profile • Influence style • Emotional Intelligence • Multifactor Leadership Questionnaire (MLQ) * * * * * * • Working Styles • Centermark (MBTI-esque) • MatchPoint (Holland-esque) • Value Base • Any from Leadership & Career • 360 • Winslow • SALD (Select Intl) • 360 • SALD • Kornferry Assessment of Leadership Potential (formerly TalentView)
- 12. Case Study: Talent Review and Succession 12
- 13. Office of Business Affairs OD&T Case Study: Talent Review and Succession Kick-off Meeting Gather Data Calibrate Senior Leader Review Feedback & Development Plan • Overview Process • Roles & Timing • Calibrate on definitions • Define audience (key roles, levels) • Define raters & calibration rollup process Participant: • Complete Personal Profile • Complete objective Potential Assessment • Review Potential Assessment Manager: • Complete 9-box • Draft key development items Rollup “like” role/levels on same 9-box and cross- calibrate • 9-box placement • Key individual development items • Talent Pool for Key Roles • Key Acceleration list Review with Sr. Leader • Department talent implications • 9-box • Organization Chart • Key Development items • Talent Pool for Key Roles • Acceleration List for Development Manager meets with all participants • Share draft development needs • Jointly build development action plan • High Potential Development Program for select individuals
- 14. Office of Business Affairs OD&T 7 Key Signposts of Leadership Potential • Learning Agility
- 15. Office of Business Affairs OD&T Three Output Reports
- 16. Office of Business Affairs OD&T Too New to Rate (<6 months) • Ability Aspiration A3 Key Expert A2 Ready Talent A1 High Potential B3 Solid Abilities B2 Solid Contributor B1 Emerging Potential C3 Ability/Aspiration Issues C2 Urgent Development C1 Job Fit Issue Low High High Ability x Aspiration Matrix (9-box)
- 17. Office of Business Affairs OD&T High Potential Acceleration: Development Actions
- 18. © 2014 Korn Ferry. All rights reserved. 18 Provides an “at-a-glance” view of individuals and how they stack up against others within the organization, arming leadership with the ability to make talent decisions. Rolls up individual results to the organizational level to provide in-depth insight on current talent trends within the organization. Group aggregate report. Three output reports. Shows individual participants their results in each of the seven signposts and provides insights to help map individual development strategies. Individual score report. Group diagnostic report.
- 19. Case Study: Nursing Organization Design 19
- 20. Example Nursing Unit Organization Structure (32 Bed Unit)* KEY CHANGES: Current Coordinator role is transformed into new Assistant Manager Roles • Care Coordination focus on patient engagement and throughput, as well as multi-disciplinary coordination • Day / Night Team focus on Unit coordination, staff engagement, supervision and development of staff Unit Nurse Manager Multi- disciplinary Rounds Unit Throughput HUC / Bed Board Liaison • Care coordination • Discharge Follow-up • Patient Navigator • Social work Liaison • Ambulatory Liaison • Pathology • Pulmonary • Pharmacy • Chaplains • Imaging • Cardiology • GI • Dieticians • Therapy Direct Reports (RN / PCT / HUC) Assistant Manager, Care Coordination (Beds 17-32) Assistant Manager, Care Coordination (Beds 1-16) Assistant Manager, Day Team Assistant Manager, Day Team Assistant Manager, Night Team Assistant Manager, Night Team Coordinates Processes Direct Reports (RN / PCT / HUC) Direct Reports (RN / PCT / HUC) Direct Reports (RN / PCT / HUC) * Note: Exact unit structure will be dependent on current FTEs and beds per unit
- 21. High-Level Role Matching Process Overview 1. Gather baseline information • Current Manager completes Role Matching Matrix – Part A • Coordinator completes CV template 2. Coordinator Completes Role Fit Questionnaire 3. Debrief Role Fit Questionnaire and Career Conversation 4. Coordinator submits role / unit preferences 5. Hiring manager Interviews Coordinator • Role Matching Matrix – Part B (interview criteria) 6. Managers & Directors calibrate and finalize placement Calibration & Placement Interview Submit Preferences Debrief & Career Conversation Role Fit Questionnaire Gather Baseline Info 1 2 3 4 5 6
- 22. The new Assistant Manager Roles have Shared Competencies… Patient Focus Collaboration Continuous Improvement Facilitating Change Follow-Up Planning & Organizing Patient Focus Collaboration Continuous Improvement Facilitating Change Follow-Up Planning & Organizing Assistant Manager Day/Night Assistant Manager Care Coordination
- 23. However, there are significant differences that we need our assessment instruments and structured interviews to detect: Building a Successful Team Coaching & Developing Others Driving for Results Empowerment/ Delegation Managing Conflict Building Partnerships Influence Tenacity High Impact Communication Courage Assistant Manager Day/Night Assistant Manager Care Coordination
- 24. Capability and Role Fit Questionnaire differentiated candidates SAMPLE
- 25. Career Conversation Approach was a very well-received opportunity to reflect on personal career aspirations • Allow individuals to reflect on his/her career aspirations. • Gain insight into capabilities and motivations regarding the new roles. • Discuss career goals, position preference(s) with current Manager and obtain his/her insight. Purpose • First 30 minutes: OD &T Coach and Individual debrief the Role Fit Questionnaire and discuss career preferences. • Second 30 minutes: Current Manager joins the conversation and may offer input or insight into Individual career direction/position preference(s). Approach
- 26. Interesting Aspects of the Approach Transparent with Employees Engaged in the Process • Employees gain insight into their own capabilities and motivations • Career conversations allow for free-flow of communication • Employee preference considered, not simply “placed” into a role Integration of KSA’s and Competencies as Foundation • Job Descriptions, Job Aids and Checklists • Capability and Motivational Fit Assessments • Academy for Nurse Leader Curriculum Blended Learning Approach on Several Levels • Leader and OD&T led courses • eLearning and eBooks • Two-week Interactive classroom sessions • Learning Labs and Group Coaching for 6 months after Academy
- 27. #TMwebinar Ryan Smith Chief Operating Officer Raidious Leveraging Employee Assessments
- 28. How we hire and manage talent in a real-time digital agency Ryan Smith, Raidious COO Behavior Assessment ryan@raidious.com
- 29. 1. Hiring Process 2. Management 3. Executives Overview
- 30. Step 1: Build a full proof job description Step 2: Build a PRO™, or profile Step 3: Build an ad or call for talent Step 4: Assess applicants with PI® survey & candidate questionnaire Step 5: Interviews Step 6: Offer Hiring Process
- 32. “In most cases being a good boss means hiring talented people and then getting out of their way.” – Tina Fey
- 33. • Can’t have a pro, or anything else without a solid job description • Involve your team in the interview process • Performance over PI Hiring - Key Take-aways
- 34. • Having difficult discussions • Establishing small teams • Establishing client teams • Employee reviews • Coaching less experienced manager Management
- 35. “Management is, above all, a practice where art, science, and craft meet.” – Henry Mintzberg
- 36. Management - Key Take-aways • Behavior assessment is a management tool. Like all tools it should be used when appropriate. • All great managers come from working with or around other great managers. • These tools can help you predict behavior, but more often than not, you can only affect what your team knows and not what they do.
- 37. • Removing egos from major decision making opportunities • Placing strength where it is needed • Self awareness • Leading by listening, and taking quick action Executives
- 39. “Hopeless cases: Executives who assert themselves by saying No when they should say Yes.” – Malcolm Forbes
- 40. Executives - Key Take-aways • We execute on behalf of the shareholders, but in our business the shareholders have nothing without our people • Powerful execs need management too, even if it comes from within themselves
- 41. #TMwebinar • Also please fill out the event evaluation. • Please take this time to submit your Questions.
- 42. #TMwebinar Join our next Webinar! Register for all upcoming Talent Management Webinars at: www.talentmgt.com/webinars Webinars start at 2 p.m. Eastern / 11 a.m. Pacific