Transcript HR CHALLY GROUP - Haworth

Presented to:
Overview
In a recent survey of over 500 top private and publicly
held companies, the following were confirmed as the
biggest talent management challenges:
– Acquiring key talent
– Retaining key talent
– Increasing workforce productivity
– Succession planning
– Building leadership capability
– Driving behavioral change in the organization
Overview
• Haworth has selected HR Chally and their representative
Advantage Performance Group to assist in our sales and
leadership selection process.
• The Chally assessment tools used by Haworth have been
customized for our dealer network and are now being
offered to assist you in the selection of dealer principals
and sales managers.
• Dealers who choose to use Chally’s assessment process will
receive four assessments annually under Haworth’s dealer
program.
Objectives for Today
• Overview of Chally and the assessment
• Effectively using the assessment for selection
• Understanding the Dealer Principal Profile
• Review Sample Reports
• Understanding the Results
About Chally
• Founded in 1973 through a grant from the U.S.
Justice Department
• In-depth assessment and performance data on over
300,000 effective performers
• In excess of 200 studies conducted to create a
database of 156 validated work performance skills
• A predictive solutions for management, sales,
technical, customer care, and administrative positions
• Today Chally serves clients from small to large to
global with client results representing…
– Up to 30% reduction in turnover
– Up to 35% increase in employee productivity
– 85%+ accuracy in identifying effective performers
The Chally Assessment
• Assessment items were written to avoid face-validity
in order to minimize one’s ability to contrive or
manipulate results
• Accuracy of the measures was insured by the rigor of
the statistical process to develop them rather than
item content
• Research has shown that results remain consistent
over time if assessment-taking approach or mindset is
held constant
The Chally Assessment
• 288 question assessment, no matter the position
– Available in 13 languages, questions modified for cultural
differences
– Does not have to be taken in a controlled environment
– Takes 45-60 minutes to complete (not timed)
– True/False and multiple choice questions
• 4 sections
– Self-Descriptive Index
– Motivational Analysis Profile
– Sales Orientation
– Mental Abilities Test (additional 36 questions only included
when assessing against a management level profile)
The Chally Assessment
An Effective Selection System Should Include -
What is a Profile?
• A select group of skills that statistically differentiates
top and bottom performers for a specific position
• The Chally assessment compares an individual against
one of Chally’s validated profiles (or a customized
profile created for a client) and measures whether the
individual is predicted to be successful in a specific
role based on their scores on job skills that research
has shown are critical for success in that role
• It’s not about finding “superstars,” it’s about NOT
hiring “mismatches”
The Predictive Profile
How does Chally know that the skills within a
profile are predictive?
• Follow-up research on major Chally assessment users
finds that:
– 85-90% of candidates “Recommended” perform well
– 75-80% of candidates “Not Recommended” do not
succeed on the job
Selected Profiles
• Dealer Principal
Summary of Skills – Dealer Principal
• Project Approach
• Profit Conscious in a Management Role
• Takes Initiative in a Business Unit
• Develops Technical Competence
• Takes Responsibility For Results as an Entrepreneurial
Manager
• Ability to Learn the Business
• Directs and Controls Others in a Business Unit
• Practical Intelligence
• Analytical Ability
Predictive Position Profile
Dealer Principal
PROJECT APPROACH
Focuses on innovative or creative solutions to continuing business needs; sees improvement goals as a project or series of projects, each with distinctive
beginning and ending points; demonstrates interest in growth or a turnaround situation over ongoing maintenance or process refinement; concentrates on the
planning and design of an idea or project, leaving the execution, refinement, and details to others while moving on to new challenges; works to secure
agreement and buy-in from colleagues impacted by an immediate or impending project so that the near-term implementation is accepted and effective;
committed to minimizing others' discomfort or allaying concerns created by an evolving design plan
HIGHS
LOWS
• Prepares scheduled and consistent programs to train or educate others
• Establishes measurable criteria for assessing progress in the learning
process
• Demonstrates patience and a willingness to repeat or reinforce ideas and
information until the audience understands
• Focuses training sessions on those competencies that will make a
difference in the group’s ultimate effectiveness
• Concentrates more on the results produced or change accomplished
through his training than with how attractive or entertaining the training can
be
• Prefers one-on-one training or a more loosely organized curriculum to the
structured requirements of a scheduled class session
• Expects the people he is training to be self-motivated to learn and becomes
impatient when required to repeat or reinforce information he has already
covered
• Does not implement a tracking process for assessing the effectiveness of
his teaching efforts or the progress of his trainees
• Enjoys working on content delivery and may be more concerned with the
audience’s assessment of his public speaking skills than with the subject
matter
• Tries to make the training entertaining at the expense of providing only
relevant information
Creating a High-Performance Organization
Predictive Position Profile
Dealer Principal
PROFIT CONSCIOUS IN A MANAGEMENT ROLE
Manages the allocated resources to produce optimum bottom-line results; works to understand and control the key factors that influence profit production;
balances the priorities and skills of self and others to generate profitable results; won’t become distracted by issues that don’t influence the bottom-line;
protects the interests of investors, employees, customers, and others who depend upon the success and survival of the company as a result of its ability to
generate profits
HIGHS
LOWS
• Sees primary role as generating profit for the business
• Does not see the production of profit as the organization’s primary
objective
• Entrepreneurial with a bottom-line versus administrative orientation
• Has a realistic grasp of the financial aspects of the organization, shows
responsiveness to the need for economies and cost control, and is able to draw
meaningful implications from financial data
• Places other business concerns as secondary to profit generation
• Focuses on approaches and techniques designed to increase production or
decrease costs, enhancing overall organizational profitability
• Has little time or patience for ideas or programs that do not impact the
bottom line
• Does not become distracted by or waste time on trivial problems,
unnecessary paperwork, or personality issues that don't affect profitable results
• Sees the big picture beyond departmental or single function concerns that on
their own will not positively impact overall profitability
• Focuses on accomplishing process steps and administrative tasks to tie
up loose ends and deal with immediate demands regardless of their overall
impact on the bottom-line
• Cannot find the time or justify the effort to establish and review financial
controls
• Bases evaluations of an outcome on the effort extended or the elegance
of the result rather than the profitability of the result
• Has a strong concern for personality issues and having people feel good
about their results as the true measure of success
• Does not consistently implement steps to monitor key financial or
customer data that can potentially impact bottom-line profitability
• Becomes distracted from the primary goal of corporate profitability by
‘squeaky wheel’ situations or single function demands that offer a short-term
appearance of increased efficiency or reduced costs
Creating a High-Performance Organization
Predictive Position Profile
Dealer Principal
TAKES INITIATIVE IN A BUSINESS UNIT
Demonstrates a willingness to take action on problems or opportunities without prompting; possesses the intrinsic desire and willingness to
push toward achieving a desired goal or end-state without suggestion from others; prepares alternatives so the outcome is not jeopardized by
unexpected barriers; exhibits the desire to blaze new trails as a means to an end
HIGHS
LOWS
• Champions new initiatives and identifies opportunities or issues requiring
change without prompting
• When barriers to goal accomplishment are encountered, is willing to
introduce and implement a solution throughout his sphere of influence
• Is willing to take the lead, even if others don’t initially understand or
approve
• Focuses effort and resources on initiatives or solutions that will positively
contribute to the desired result; does not simply try to ‘build a better
mousetrap’
• Changes the present status in order to improve the position of the group or
organization in meeting its objectives
• Installs targeted, selective changes that provide real added value to the
organization
• More than simply overcoming a negative or preventing a loss, the solutions
or changes he initiates leave the job (task, project) with something gained
• Is uncomfortable developing a solution to a problem or trying a different
approach without positive directives from a higher authority
• Hesitates to push own ideas or drive new goals
• May be too willing to leave well enough alone and conforms to established
rules and principles
• Uncomfortable pushing beyond easy or traditional responses to creative or
original thinking
• Tends to wait patiently for situations to settle over time or to correct
themselves in a more natural fashion
Creating a High-Performance Organization
Predictive Position Profile
Dealer Principal
DEVELOPS TECHNICAL COMPETENCE
Creating a High-Performance Organization
Predictive Position Profile
Dealer Principal
TAKES RESPONSIBILITY FOR RESULTS AS AN ENTREPRENEURIAL MANAGER
Creating a High-Performance Organization
Predictive Position Profile
Dealer Principal
ABILITY TO LEARN THE BUSINESS
Creating a High-Performance Organization
Predictive Position Profile
Dealer Principal
DIRECTS AND CONTROLS OTHERS IN A BUSINESS UNIT
Possesses a span of control that allows direct access to all of the key staff people in the group or organization;
practices a hands-on, face-to-face coaching style and seeks personal involvement in day-to-day tasks; utilizes a walkaround style to follow up and ensure that delegated tasks are effectively completed
HIGHS
LOWS
• Provides full and complete information in making
assignments, including timelines and results expectations
• Ensures that subordinates understand the measurements
that monitor progress toward goals and results
• Consistently follows up to track results and understands the
need for occasional repetition or reinforcement of guidelines
• Does not abdicate in delegation, but stays personally
involved, using first-hand knowledge of the steps for achieving
the goal to coach less experienced individuals
• Broadens his control by giving subordinates a chance to
develop their skills and contribute to the organization, but
remains a presence so that deviations from the goal can be
quickly identified
• Gives insufficient information or explanation when assigning
tasks
• Does not expect to repeat himself or find it necessary to
restate objectives or performance criteria
• Assumes subordinates can do what he can do without
intervention, and experiences frustration when results do not
meet expectations
• Prefers to direct others through more formal processes and
expects them to perform as agreed without reminding or
coaching
• Resists personal involvement in monitoring or assisting with
subordinate efforts and results, expecting them to be selfmotivated and self-directed
• Assigns tasks but abdicates responsibility
Creating a High-Performance Organization
Predictive Position Profile
Dealer Principal
PRACTICAL INTELLIGENCE
Absorbs new information quickly and is comfortable dealing with abstract concepts and relationships; relates new
information to previously acquired knowledge to expand and refine his frame of reference; enjoys learning and
expanding the breadth and depth of his understanding on a variety of subjects
HIGHS
LOWS
• Enjoys learning and broadening his depth of learning and
insight in a wide array of topics
• Absorbs, stores, and recalls new information quickly
• Deals comfortably with abstract concepts and relationships
• Pursues academic, theoretical, or research-based
information
• Needs repetition to process new information and requires
additional time to integrate it into his repertoire
• Prefers concrete tasks
• Learns best through one-on-one instruction and improves his
base skill level through experience and hard work
• Uses practice opportunities or trial runs to become
completely knowledgeable of and comfortable with methods or
techniques he needs to use
Creating a High-Performance Organization
Predictive Position Profile
Dealer Principal
ANALYTIC ABILITY
Systematically applies a combination of inductive and deductive reasoning to arrive at a well-founded, logical conclusion;
remains objective in analyzing information and data so as not to make false assumptions or reach judgments without full
knowledge and information; recognizes and neutralizes personal biases that can influence his thought process; effectively
weighs the accuracy of different types of information in order to define a problem and reach a valid conclusion
HIGHS
LOWS
• Possesses strong deductive reasoning skills and is capable of
thinking through problems in a systematic and logical manner
• Draws sound conclusions from the information presented
• Effectively weighs the accuracy of different types of
information, including inferences, abstractions, or
generalizations
• Maintains a detached/objective demeanor in the gathering and
analysis of information
• Allows biases to prevent him from seeing all sides of an issue
and influence his perception
• Quickly draws conclusions or makes assumptions without full
knowledge and information
• Makes decisions according to clearly defined rules and
depends upon an existing frame of reference in unfamiliar
situations
• A penchant for action versus analysis leads him to move
forward with minimal review of critical input or weighing of
alternatives
• Relies on previously acquired information and like-minded
people for input into decisions
Creating a High-Performance Organization
The Assessment Report
• Individual Skill Scores
– 50% or higher = Strength
– 40-49% = Coachable or Developmental
– Below 40% = Not natural, requires a “work around”
• Capacity versus Capability
• Capacity = the potential as measured by the predictive skill
score
• Capability = actual experience and knowledge that supports
the skill potential
The Assessment Report
• Bottom-Line Recommendation
– Recommended
o Average of skills is above 50%
– Recommended with Concerns
o Average of skills is 50% to 65% with one or more
scores under 30%
– Not Recommended
o Average of skills is less than 50%
SAMPLE MANAGER REPORT
MANAGER ASSESSMENT
REPORT
Sample Manager
Assessment Report
Bottom-Line Recommendation
 Recommended
 Recommended if concerns
addressed can be resolved
 Not recommended
Describes the
candidate’s candor in
responding to questions
The Position Job Skills
Sample Manager
Assessment Report
Definition of skill and
graphic rating of level
of competence
Prediction of typical
on-the-job behaviors
and limitations
Practical coaching
tips for training and
development
Sample Manager
Assessment Report
Motivation or habit that
is very evident in the
candidate (+70% or
-30%) compared to other
successfully employed
individuals
Suggestions for a
manager to best
focus and motivate
the candidate
How Do I Interpret This Report?
• The typical successful person has some very strong
features and, therefore, by necessity, will have some
equal and opposite weak features.
• The information gained can be used to highlight areas
where coaching and training can help the individual
be more successful.
Sharing Assessment Results - Candidate
• Because the assessment is only one part of your selection
decision, it is not recommended that results be shared with
candidates
• Common mistakes:
– Manager mentions that the candidate “failed that test”
– Candidate is told they weren’t recommended without providing
any context
– Candidate given a copy of the report with no explanation of
results!
• Chally recommends that results be shared with new hires as
part of their on-boarding and development process
Next Steps
• Dealers interested in using the Chally assessment process should
contact Dedria Moore. Email her [email protected] and provide
the following information:
 Your Name
 Your Title
 Email Address
 Company Name
 Company Address
 Telephone Number
• Upon receiving your user ID and password you will be receive
instructions on how to order assessments online.
• For ordering assistance, contact Dedria Moore at 1-800-254-5995.