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Leveraging Employee Assessments

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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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Sarah Sipek Associate Editor Talent Management magazine

Leveraging Employee Assessments

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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

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

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)

Case Study: Talent Review and Succession

12

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

Office of Business Affairs OD&T

7 Key Signposts of Leadership Potential

• Learning Agility

Office of Business Affairs OD&T

Three Output Reports

Office of Business Affairs OD&T

Too New to Rate (<6 months) •

Abi

lity

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

Hig

h

Ability x Aspiration Matrix (9-box)

Office of Business Affairs OD&T

High Potential Acceleration: Development Actions

© 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.

Case Study: Nursing Organization Design

19

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

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

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

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

Capability and Role Fit Questionnaire differentiated candidates

SAMPLE

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

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

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Ryan Smith Chief Operating Officer Raidious

Leveraging Employee Assessments

How we hire and manage talent in a real-time digital agency

Ryan Smith, Raidious COO

Behavior Assessment

ryan@raidious.com

1. Hiring Process

2. Management

3. Executives

Overview

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

Predictive Index Comparisons

“In most cases being a good boss means hiring talented people and then getting out of their way.”

– Tina Fey

• 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

• Having difficult discussions

• Establishing small teams

• Establishing client teams

• Employee reviews

• Coaching less experienced manager

Management

“Management is, above all, a practice where art, science, and craft meet.” – Henry Mintzberg

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.

• Removing egos from major decision making opportunities

• Placing strength where it is needed

• Self awareness

• Leading by listening, and taking quick action

Executives

Predictive Index Comparisons

“Hopeless cases: Executives who assert themselves by saying No when they should say Yes.” – Malcolm Forbes

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

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