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Emerging Trends in Assessments for Succession Management and Selection François Ducharme PhD
613.238.4785 x 227
April 7h, 2011
2© 2011 Hay Group. All rights reserved
Agenda
Top 10 emerging trends in assessment
Assessment trends in succession and talent management
What to look for in top quality assessment tools
Current offering: assessment tools for succession (and talent)
management
Application of assessment tools and their data
Summary and wrap up
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3
4
5
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Emerging Trends in Assessments
1
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Emerging Trends in Assessment – Top 10
1. Assessment use is on the rise
2. Increase in use of re-assessment (T1 vs. T2 comparisons)
3. Broader use and application of assessment tools– (career pathing,
succession management, performance management, team selection and
development, culture-fit, talent reviews, M&A’s)
4. Integrated approach to talent management
5. Better understanding of potential through assessment of “derailers”
and “growth factors”
6. Use of simulations/work samples
7. Computer adaptive testing technology
8. Web-based assessments
9. Single input, multiple outputs
10. Not “for your eyes only” – feedback and access to results
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Is your organization currently using assessments?
For what purpose and to what impact?
Table Talk
Emerging Assessment Trends in Succession and Talent Management
2
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Key developments…
1. Better understanding of role and people (and the “fit”)
2. Better use of psychometrics to measure “the fit” and to help people
move from one role to the next
3. Better coordination/planning in career management at the top
management levels
4. Better understanding of what is meant by “potential”
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The forgotten axioms: The link between behaviours, people and jobs
• Our “assessment” focus has mostly been on the “Person”, less so on
the “Situation”.
• When we do consider the Situation, we often limit ourselves to
“competencies”, often defined in broad terms (“one-size-fits-all”).
• Yet, not all leadership positions are the same.
• Understanding of the “destination job(s)” is critical.
Behaviour = ƒ SituationPerson Situation
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The “situation” defined: Not all leadership positions are the same
ADVISOR / POLICY DELIVERER/OPERATIONS
CONDUCTER / COORDINATOR
Leadership roles look the same, but are in fact different.
Talent management efforts that do not account for differences
in leadership “job types” do not work very well.
What is Leadership Potential?
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In your organization, what does it mean to have “high leadership
potential”?
Do you identify people with high potential in your organization?
If yes, for what purpose? How do you identify them?
If not, what are the reasons?
Table Talk
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Understanding “potential”: Key research findings
Being a Star, Being Outstanding, Having “Great
Potential”
is
A Stateand
Not a Trait
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The “Potential Equation”©
•Technical
Competencies
•Behavioural
Competencies
(including leadership)
•Mental Abilities and
other aptitudes
(numerical, etc.)
•Experience
•Education/Knowledge
•Etc.
•Job requirements
(incl. responsibilities,
accountabilities)
•Competency profiles
•Work context
•Business directions
•Role complexity
•Etc..
•Personal “attributes”
•Sinister Triad: self-
centeredness, insincerity
and manipulation
•Personality “extremes”
Potential = X
Growth Factors
Derailers
FutureRole
Require-ments
Person’sCurrentAbilities
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Growth Factors
Application of conceptual abilities
Broad pattern recognition, in multiple spheres of life
Looks at scope/timeframe beyond the current job requirements
Application of social understanding
Sees other human beings as “whole” and distinct from me
Leads to Influencing Others, though this may not be present early
Stability and resilience
Emotional stability, especially during hardship
Openness to learning from (negative) experience
Continuous learning disposition
Eagerness to learn in multiple spheres of life
Thirst for knowledge and feedback
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Derailers
Focus on short term results
Looks at the immediate returns
Worth compared to others
Sees oneself as significantly better (or worse) than others
Listening Abilities
Unable to truly listen to the position of others, read others or have empathy
Ego Maturity
Acts or reacts in an inappropriate manner
Affiliativeness
Too much of it!
Not able to work collaboratively
Works as a lone-wolf in competition with others
Perfectionist
Delays action on acceptable 80% solutions
What to Look for in Top Quality Tools
3
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What to look for in top quality tools
Validity
Reliability
Normative data
Measurement of bona fide job requirements
Defensible (test bias)
Ongoing research and refinements
Credentials of the test developer(s)
Qualifications of the assessors
Use collectively to help make decisions that are more
accurate and predictive of performance
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Validity of various assessment methods
(American Psychological Association, Schmidt and Hunter, 1998)
0.51
0.51
0.52
0.54
0.57
0.55
0.52
0.65
0.58
0.63
0.63
0.00
0.02
0.10
0.18
0.26
0.30
0.35
0.41
0.44
0.51
0.54
0.51
Age
Graphology
Years of education
Job experience (years)
Reference checks
Employment interviews (unstructured)
Biographical data measures
Personality tests
Job tryout procedure
Employment interviews (structured)
Work sample tests
GMA Tests
Individual R Multiple R with GMA
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The “potential equation”©: Tools for each purpose
Potential = X
Growth Factors
Derailers
(Future)Role
Require-ments
Person’sCurrentAbilities
• Interview
•Work
Sample/Simulation
• In-Baskets
•Situational Judgement
Tests
•360 Assessments
•GMA / Aptitude tests
•Knowledge Test
•Résumé Review
•Performance review
•Reference check
•Job description/key
imperatives
•Job “shape”
•Strategic Plan
•Org. Culture
Assessment
•Analysts’ Reports
•Personality Traits
(Talent Q)
•Motives (PSE)
•Values (PVQ)
•360 assessments on
GF/DR
• (Reference check)
What’s important– whole person assessment
•Technical
Competencies
•Behavioural
Competencies
(including leadership)
•Mental Abilities and
other aptitudes
(numerical, etc)
•Experience
•Education/Knowledge
•Etc.
•Job requirements (incl.
responsibilities,
accountabilities)
•Competency profile
•Work context
•Business directions
•Role complexity
•Etc.
•Personal “attributes”
•Sinister Triads: self-
centeredness, insinceri-
ty and manipulative
•Personality “extremes”
Current offering: Assessment tools
4
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Selected Options
Behavioural Based Interview
Assessment Centres/Work Samples/Simulations/In-Baskets
Situational Judgement Tests
Computer Adaptive Technology Tests
Web-Based Assessments
1
2
3
4
5
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Behavioural-Based Interviews
Typically explores past behaviour - Based on the
principle that future behaviour is best predicted by
recent past behaviour
Advantages Disadvantages
Face to face interaction (appreciated) Interviewers require training
Assesses specific competencies Subject to bias
Assesses complex skills Could be time consuming
Provides an idea of person’s styles,
approaches to problems, and experience
Needs rigorous rating guides
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Example: Hay Group’s Standardized BEI Guide
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Example: Hay Group's Standardized BEI Guide
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Situational Judgement Test
Multiple choice “competency” test
For individual collaborators or middle managers
Advantages Disadvantages
Face validity (when content is job
relevant/realistic)
Cost of development
Assesses specific competencies Some respondents feel constrained by
limited number of response options
Easy to administer & score
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Example: Hay Group’s SJT for Middle Managers
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Assessment Centres, Work samples and Simulations
Work samples mirror work taskse.g., typing a memo, handling numerous calls in a call center environment
Simulations re-create job-related scenariose.g., In-Basket exercises, role plays
Advantages Disadvantages
Face validity (when content is realistic) Cost of development
Assesses specific competencies Time intensive
Assesses complex skills Rater subjectivity
Provides concrete feedback
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Global Score: 6.6/10
0 2 4 6 8 10
Decision Making
Planning and Organizing
Delegation
Control
Communication
Hay Group’s In-Basket - Supervisors
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Global Score: 3.3/5
Hay Group’s In-Basket – Executives
0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
Values and Ethics
Engagement
Strategic Thinking
Action Management
People Management
Financial Management
Relationship Building
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Emergence partially attributed to increase of online assessment
Multiple outputs from one input
Computer Adaptive Testing Technology
What is it? Advantages
Computer / online
administration
Adaptive questions
Has been applied to
knowledge, ability, and
personality assessments
Faster to administer / fewer questions
Improved test-taker reactions
Difficult to fake / cheat
Reduces the need for proctored testing
Clear picture of response tendencies
Improved validity (in some circumstances)
Full capture of data for future analysis and
improvements
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Example: Talent Q Assessment Systems
TQAS
Elements
Verbal
Numerical
Logical
Dimensions
Trait profile
Behavioural types
Derailers
Etc.
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Talent Q: Single Input Multiple Outputs from Dimensions
Trait Profile: 15 traits
Narrative Report: interpretation of traits
Behavioural “Type at Work” Profile
Team Profile: to build cohesive teams
Sales Profile: focus on sales cycles
Derailment Profile: dark triads
Role Match Profile: focus on job specificity
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Talent Q Dimensions: Traits Assessed
People and Relationships
Communicative
Influencing
Socially Confident
Consultative
Supportive
Tasks and Projects
Analytical
Conceptual
Creative
Methodical
Conscientious
Drives and Emotions
Relaxed
Resilient
Flexible
Decisive and Action Oriented
Achievement Oriented
Response style measures
Self-Presentation
Profile Spread
Rating Spread
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Derailment Report
Most suitable for: Development assessments, Individual coaching
and development, Identification/Development of High
potentials, Selection assessment*
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Emergence attributed to accessibility of web access
Allows quick assessments of candidates across the globe
Web-based assessment
Advantages Disadvantages
Cost effective Security and access to personal data
Assesses a myriad of attributes Confirming identity of test takers
Easy to administer & score (web) Validity of certain tools questionable
Easy to complete (often “point and
click”)
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Example: Hay Group customized 3600 assessment tool
Potential = X
Growth Factors
Derailers
(Future)Role
Require-ments
Person’sCurrentAbilities
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3600 Executive Competency Assessment Report
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3600 Executive Competency Assessment Report
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3600 Executive Competency Assessment Report
Application of Tools and Results
5
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At the Individual Level: Comparing the Employee to Destination Role (In Operations)
Technical Competencies Required Achieved
Planning & Organising 2 3
Data Collection & Analysis
3 2
Costing & Budgeting 2 2
Production Mgt 2 2
Supply Change Mgt 2 2
Communication 2 3
Other factors Observed Notes
Growth Factors
Many (lone wolf at times)
Coaching
Behavioural Competencies Required Achieved
Achieving Results 3 4
Thinking Analytically 3 3
Thinking Conceptually 3 4
Knowing the Customer 3 2
Leading Teams 3 3
Working Collaboratively 4 2
Role: DG in an OPERATIONAL SETTING
Other factors Observed Notes
Derailers Very Few or none (yet very focused on results)
Coaching beneficial
Other factors Level required Level achieved
Logical Ability 55% 86%
5 of 6 targets reached: 83% 4 of 6 targets reached: 66%
No red flags
No worries
Well above target
Overall :
Low risk - for
identified
destination
role
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Reviewing Assessment Results Against Destination Role’s imperatives
Based on Assessment Results - Career path options
VP Ops
or ADM
Chief Administration
Officer
Marketing Director Head of Regional Ops
Plant Manager
Chris Smith
Advisory Roles Coordination Roles Operations Roles
Mid
dle
Entr
yS
enio
r
Moderate
Risk
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At the Group Level: Leadership Effectiveness Audit - Bench Strength Analysis
Benefits for the organization
What’s my talent pipeline?
How do we attract and retain key
talent?
Where can we find employees for a
specific role? (outside-inside)
Where should I spend my
developmental dollars?
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Group Level: Leadership Bench Strength
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Group Level: Leadership Bench Strength
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Assessment Results - Not only for Selection anymore…
Workforce
Analysis &
Requirements
“Fit”, Recruitment
& Selection
Training &
Development
Rewards &
Recognition
SuccessionPlanning
Talent Sourcing
Team Fit
& composition
CandidateOn Boarding
Staffing & Selection
PerformanceManagement
Career Pathing
Leadership & Talent
Development
EmployeeEngagement
TotalRewards
OrganizationalCompetencies
Talent Management
Framework
Workforce Planning/ Role
Definition
Workforce Analytics
Questions and Answers