why some teams succeed?

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Why Do Some Teams Succeed and Some Struggle?

The Role of Behavioral Data

to Develop High Performing Teams


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#HCIwebcast Agenda

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Daniel Fogel

Today’s Moderator

@HCIdaniel

Dan Fogel


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Today’s Featured Guests

Michelle Kozin Ron Ryan Director Leadership and

Development PI Worldwide

Vice President of Operations Newcap Radio & Media

Susan Arford Director of Talent Acquisition

and Management Remy International Inc.

The Role of Behavioral Data

to Build

High Performing Teams

Today’s Presenters

Susan Arford,

Director of Talent Acquisition

and Management

Remy International Inc.

Indiana

Michelle Kozin

Director Leadership and

Development

PI Worldwide

Massachusetts

Ron Ryan,

Vice President of

Operations

Newcap Radio

Canada

10

Webinar Roadmap

• Teams in Business

• Characteristics of Effective Teams

• Use of Behavioral Assessments in Team Performance

• Application: Sales Team to Increase Performance

• Application: Engineering Team to Reduce Conflict

• Checklist to Evaluate Assessments

11

Teams in Business

• 81% Fortune 500 building at least partially team-

based organizations (Lawler, Mohrman, & Benson)

• 79% Fortune 1000 rely on self-managing teams

(Lawler/ SIOP)

• Managers spend 40% -50% of time in team

meetings (Fortune)

• As many as 17 million meetings occur daily (University

of Arizona Study)

• 60% of Work Teams fail (unable to meet goals)

(Blanchard )

12

Characteristics of Effective Teams

1. Meaningful common purpose

2. Clear performance goals

3. Diversity of skills and personalities

4. Trust and Commitment

(HBR)

13

Business Application: Teams

Identify Issues

• High Turnover

• Low engagement

• Poor leadership

• Unclear goals

• Poor communication

• Relationships/personality

conflicts

• Poorly defined individual

responsibilities

• Poor diversity

14

Business Application: Teams

Data at Two Levels

Individual:

– Personality

– Drives & Needs

– Communication

– Decision Making

– Risk Taking

– Reaction to Change

– Reaction to Challenges

Team:

– Interaction of Members

– Personality

– Communication Style

– Decision Process

– Risk Management

– Ability to Change

– Management of Challenges

15

Data & High Performing Teams

• Understanding & leveraging behavioral

drives/needs at the individual and team

level increases team:

– Goal Attainment

– Efficiency

– Satisfaction

– Results

16

Business Application

Case Studies

Susan Arford,


and Management


Indiana

Ron Ryan,

Vice President of

Operations

Newcap Radio

17

Jumpstart, Kick-start and

Retain Your Best Talent

with

Behavioral Assessment

Analytics

18

Overview

• Newcap Radio -Leader in Broadcasting

• 86 Licenses across Canada

• Using Assessments since 2000

•Expanded use to include Sales and General

Management

• Behavioral Assessment Applications:

•Job Fit Analysis

– Individual Level

– Team Level

• Identify drivers of Superior job performance

•Communication and Coaching tool

19

Manager’s Challenge

• Selecting the right people

• Setting the right expectations

• Motivating the people on your team

• Developing the people on your team

20

Right fit Improves Business

Right Hire

Lower Turnover

Higher Productivity

Higher Profits

21

Building Effective Sales Teams

• Step 1: Identify key behaviors that drive top

performance

– Use Job Analytic tool to profile the necessary

behaviors for a specific role

– Incumbents/Managers

• Step 2: Fit/Gap analysis between the job and the

individual

• Step 3: Communication/Collaboration

– Understand how people work together to form

dynamic teams

22

Behavioral Requirements

of the Job

Behaviors Required for Sales Rep:

• Venturesome

• Risk-taker

• Connects quickly with People

• Builds relationship

• Proactive

• Multi-tasker

• Impatient

Step 1: Job Analysis

• Define key behavioral requirements for the role

• Factor in team and Organizational Culture

23

Assessment Applications:

Building Teams

PRODUCTIVE WORK TEAMS:

COMMUNICATION

Individuals need to understand:

• Their impact on the team

• Team members points of view.

Behavioral assessments provide

objective information on a person's

motivating needs and styles, helping

us to bridge gaps within the team.

TEAM – Together, Everyone

Accomplishes More

24

Assessing Drivers of

Team Performance

Example:

• Fit/Gap Analysis for three geographic teams

• Performance levels range from:

•Good

•Better

•Best

Question:

Why is one team outperforming the others?

25

Step 2: Fit/Gap Analysis

Team 1 - Good

26


Team 2 - Better

27


Team 3 – Best!!

28

Results of Fit/Gap

Ability to get the right people on the bus and in

the right seats

• Personality Traits that Drives Results:

– Assertive and confident

– Friendly/outgoing

– Ability to “juggle multiple balls” at once & not get

hung up on the details

– Don’t always cross all the t’s and dot all the i’s

• Team consistently outpaces industry’s organic

growth

29

Step 3:

Coaching and Communication

PI as a management tool:

• Coach the thoroughbreds successfully

• Motivate and coach individuals through

identified behavioral gaps

• Improve Team and Individual Communication

• Foster Trust

• Better anticipate and manage conflict

30

Business Application

Case Studies

Susan Arford,


and Management


Indiana

Ron Ryan,

Vice President of

Operations

Newcap Radio

31

Remy International:

• Global Tier 1 Rotating Electrical Supplier/ 100 years

old/6000+ employees

• Entrepreneurial Management style

• Using Behavioral assessments for 6 years-

– Evolving business process

• Initiated with the Selection process and establishing

into Talent Development & Management

• Provides key insight into the development/decision-

making process

•Applications:

– Talent Acquisition

– Global Team Building

– Communication/Collaboration/Global Interaction

– Management Strategies 32

Assessment Utilization

and Goals

• Talent Acquisition

– Built into our recruiting process

• Sourcing meetings

• Job Model-Behaviors

• Candidate administration during final interview phase

– Develop targeted Interview questions

– Confirmation or provide additional insights

• Onboarding

– Assessments are reviewed with new employee during orientation

– Facilitate Manager/Employee discussion during expectation setting period and early reviews

• Promotes effective communication/work style

• Identifies potential job conflicts (manager vs. employee expectation of job behaviors)

• Provides understanding and motivation for individual employees

Talent Acquisition

33

Fit Gap Analysis:

Candidates to Job Model

AM AH LH CR GJ MP Prod

Eng

LOWER

AM AH LH CR GJ MP Prod

Eng

HIGHER

Dominance X X X Agreeable, structure,

accommodating, team,

cooperative

X X X X X Confident, independent,

competitive, innovative

Extroversion X X Private thinking, task

oriented, reserved,

analytical

X X X X X Open, communicative,

outgoing, upbeat

Patience X X X X X X Intense, multi-tasking,

variety, quick, urgency

X Stable, consistent,

methodical, steady,

routines

Formality X X X X Flexible, just do it,

uninhibited, delegator

X X X Specific, careful,

planner, diligent, rules

34

Team Building

• Communication and Collaboration

– Utilize assessment for new team or project introduction

– Understand the overall behavior and potential absence of behavior of the Team

– Motivation and Drive of Individual Members

– Identify similar and conflicting behaviors

– Discuss with team their opinions and insights

• Diversity for Creativity and Innovation

– Develop diverse teams to balance:

•Task

•People

•Risk

•Rules

Global Team Building

35

Task-Centered Analytical, technical, problem

solver.

Proactive Pro-Active, starter, takes

charge.

Tolerates Uncertainty Risk taker, decisive, get it

done.

Connects Quickly Quick to connect with people,

reads people, optimistic.

People Before Rules Informal, poised, delegation to

others.

Unconventional Casual with the rules, find my

own way, loose structure.

People-Centered People oriented, service to

others, shares.

Dependable Reactive, stable, consistent.

Seeks Certainty Risk adverse, do it right,

conservative.

Introspective Takes time to connect with

people, reserved,

independent.

Rules Before People Formal, serious, factual,

reserved.

Follows Up Careful with the rules, follow

up, planner.

58

77

10

84

31 31

92

34

40

71

21

93 91

-6

4

14

24

34

44

54

64

74

84

94

104

114

124

134

144

154

164

-5

-4

-3

-2

-1

0

1

2

3

4

5

6

Int Log Log Int Log Log Int Log Int Log Int Int

"M

" =

Resp

on

se Mea

sure (A

ver

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e is 72

)

Log

Behavioral Strengths-

Global Team

36

• Understanding of business need or situation

• Detailed worksheets fitting situation need

– Communication/Interaction Style

•Comparisons between team, individuals or manager/employee

– Work Style

– Leadership

– Conflict Management Style

– Safety

Communication/Interaction

Behavioral Strength Matrix

37

Communication/Interaction

Comparison Analysis • People Oriented

• Inclusive

• Follow up

• Task Focused

• Direct Communication

• Casual with Rules

Task

Centered

Direct and to the point; “telling” style. “Cuts through the noise” and gets straight to the

heart of the matter. Independent style can make communication one-way. Can be

forceful if encounters opposition. Generally more written. Time to prepare. Heated

discussions welcome. Listening against a mental agenda – how does this information

help/hurt me? How is it relevant? Listening to solve perceived problems. Processes

information mentally. Direct – says exactly what s/he means. Authoritative.

People

Centered

Inclusive, “selling” style. Elicits opinions, asks questions, and includes others in the

discussion. Concerned with others’ feelings and reactions to the message.

Communication is distinctly two-way. More naturally thinks about how the message will

be received, and tries to phrase accordingly. Harmonious environment preferred.

Generally processes information verbally. Listens to hear how s/he can help; responds

with natural empathy.

Casual w/

Rules

Persistent, casual, keep at it until it’s done. Informal, comfortable talking about

intangibles: ideas, visions, etc. Get to the bottom line quickly; light on detail or steps to

follow. Focused on just the current conversation, either speaking or listening (not both).

Will lose focus if too detailed.

Follows Up

Quick, efficient, direct communication. Talk about hows and whys. Step by step,

organized, each step proved type discussions. Details and facts lead to conclusions.

Anxious to keep it moving quickly to define and organize, make a plan, and then execute

because of anticipated consequences. Communication defines terms, the world. 38

Management Strategies

• Leadership Development Assessment Series

– Human Capital Review process

– Development actions for high potential

candidates and tier 1 leadership named

successors

• Development of manager/employee interaction

strategies

– Alignment of job expectations

– Employee’s individual motivation and style

– Conflict resolution

39

• Increased accuracy in executive and management

recruiting

• Identification and Development of Leadership Talent

• Increased understanding in global communication

and interaction

• Improved team dynamics and performance

• Increased identification and resolution of interaction

conflicts

Results

40

Checklist for Evaluating

Personality Assessments

Assessment Checklist:

Validated

Reliable

EEOC compliant

No Adverse Impact

Ease of Use

Ease of Data Application

Self Sufficiency

HRIS Integration Capability

41

Thank you from PI Worldwide

PI Clients PI Licensee Representation Future

PI Worldwide:

• Founded 1955

• 47 Offices globally

• 350+ Consultants

• Active in 143 countries

• PI in over 67 languages

• 9,000 plus clients

• 54,000 analysts

42


[email protected]

Questions?

Michelle Kozin Ron Ryan Director Leadership and

Development PI Worldwide

Vice President of Operations Newcap Radio & Media

Susan Arford Director of Talent Acquisition

and Management Remy International Inc.

www.hci.org

@human_capital

Thank You!

why some teams succeed?

Business

team team members

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high performing teams

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