Presentation by Samantha Carr, Assessment and Business Development Consultant, MAC Assessment & Development.
Scientific and rigorous assessments have been shown to increase productivity significantly, reduce costs and grow the bottom line. Join this session to will learn how to conduct effective job analysis, structured interviews and leverage the best assessment methods for organisational excellence.
2. Assessments for a High
Performance Workforce
Samantha Carr & Robyn Stephenson
3. Agenda
• What will we be discussing today?
• Who is MAC Assessment & Development?
• What does MAC Assessment & Development do?
• Why use assessments?
• High Performance versus High Potential
• What does a High Performance Workforce look like?
• Benefits of a High Performance Workforce
• How does a poorly performing workforce affect the bottom
line?
• Where do assessments fit?
• Assessing for a High Performance Workforce
• Development Centre Case Study
• ROI
4. What will we be discussing today?
Scientific and rigorous assessments have been
shown to increase productivity significantly,
reduce costs and grow the bottom line. How
does one leverage off the best assessment
methods to ensure organisational excellence.
5. Who is MAC Assessment & Development?
Otherwise known as M.A.D
Founded in 2001 by Theresa Cotterrell
Sister company of MAC Consulting
A&DC Preferred Partner in Southern Africa
Industrial Psychologists and Psychometrists
6. What does M.A.D do?
“An empowered organisation is one in which individuals have the
knowledge, skill, desire and opportunity to personally succeed in a
way that leads to collective organisational success”
Stephen R. Covey, Principle-Centred Leadership
It is therefore our business to help our clients identify these
individuals who will drive their organisations to achieve success.
8. Why use assessments?
Objectives:
Analyse Capabilities & Talents
Improve Critical Decision Making
Align the right people to jobs
Promote employee self-
awareness
Benefits:
Understand the way in which
people deal with information
and make decisions
Predict likelihood of success
Objective comparison
Improve staff retention
Employee development
Time Saving
9. High Performance versus High Potential
Not all high performers are high potential
High Performer
An individual who is a key contributor to
the organisation’s success and who
demonstrates a high level of
performance in their current role.
High Potential
An individual who has the ability,
potential and aspiration for leadership
positions within an organisation. They
have a natural ability in higher level
tasks.
10. High Performance versus High Potential
Low
Performance
High
Performance
Low
Potential
High
Potential
High standard of
work but may lack
the skills, drive or
desire to move up
within the business
Often take on
leadership roles
and show drive and
ability to handle
complex roles
Little or no drive or
ability for variation
in roles with
consistently
unsatisfactory
results
Show a natural
ability in higher
tasks but show
inconsistent
success in their
current roles
11. What does a High Performance Workforce
look like?
Common purpose or goal
Relationships based on trust and respect
Thorough planning process
Incorporate others’ ideas
Effective communication
Value interdependence
Continuous problem solving
Involvement in decision making
Identify and resolve conflict
Continuous improvement
12. Benefits of a High Performance Workforce
High
Performance
Successful
Team
Functioning
Developing
the Leaders of
Tomorrow
13. Benefits of a High Performance Workforce
High
Performance
Workforce
Increased
Productivity
Increased
Profitability
Improved
Morale
Increased
Staff
Retention
Job
Satisfaction
Common
vision and
team
values
Organisation
Loyalty
14. How does a poorly performing workforce
affect the bottom line?
• Money wasted by selecting the wrong candidate or
spending money on training them to the work at the
appropriate level
• Low productivity and quality while a poor performer
is in the role
• Lost opportunities with potential customers or clients
• Poor morale amongst other staff members as they
are left to pick up the slack
• Dissatisfied customers
15. Where do assessments fit?
Organisations can improve their overall
performance by hiring candidates who meet the
required competencies identified for success in
the role, and they can also design programs to
develop the essential competencies that will
assist high performers to rise to the next level
16. Where do assessments fit?
People are the key to any organisation
Hiring and developing the right people is crucial for the success of
your company
Assessing for
Selection
Assessing for
Development
Can he meet the job
related competencies?
Does the candidate
have the right skills?
Is there organisational
culture and strategy fit?
Identify strengths and
development areas
relevant to next level
Develop Personal
Development Plans
17. Assessing for a High Performance
Workforce
Holistic
Assessment
Model
23. Development Centre Case Study
• 27 candidates identified to be part of a ‘High-Flyer’ programme
• 6 company competencies were identified and linked to clear
behavioural descriptors
Leading Others
Strategic Thinking
Dealing with Complexity
Relationship Building
Commercial Awareness
Driving & Embracing Change
24. What this actually looks like
Candidate
Identification
Conducting the
Development
Centre
Integration of
Results
Development
Report Write
Up
Candidate
Feedback
Line Manager
Feedback
Personal
Development
Plans
26. Where do we get the information from?
Job
Challenges
Competencies Knowledge
Personal
Attributes
What I have done
What I know
What I am
capable of
Who am I
27. Where do we get the information from?DevelopmentCentre
Interview
Competencies
Personal
Attributes
Knowledge
Job Challenges
28. Where do we get the information from?DevelopmentCentre
Competencies
Personal
Attributes
Cognitive Process Profile
Non-Assigned Role
Group Discussion
Analysis Exercise and
Presentation
EQ-I 2.0
29. Where do we get the information from?Interview
Knowledge
Job Challenges
Line Manager
Questionnaire
Biographical
Questionnaire
Feedback with
Candidate and
Line Manager
31. What did we get out of the Development
Centre?
0
1
2
3
4
5
Overall
Significant Development Area
Strength
32. 0 10 20 30 40 50
Negative ROI
No Returns
Small Positive ROI
Moderate Positive ROI
Substantial Positive ROI 29%
48%
20%
3%
1%
Overall Return on Investment (ROI)
Global Survey of Assessment Centre Practises – A & DC 2012