Transcript Title Subtitle

Assessment Solutions Aligned
with Job Competencies:
Introducing ASSESS/Professional
10/2005
Strategic Human Resources
 Companies that prosper in good times and in difficult times
 Understand what their customers want and need
 Do the right things to consistently meet or exceed customer expectations
 Focus on the most important things to achieve these expectations
 Incorporate all of this into a well defined strategy
 Prosperous companies use this strategy to guide
 How they spend money
 Which products and services they offer
 How they organize themselves
 How they staff their organization
 How they define what their people should do
Competency Modeling
 Prosperous companies, all over the world, are using competency
models to
 Translate strategy into human requirements
 Define the best behavior to achieve strategic goals
 Specify the desired skills, abilities and personal attributes for people at all levels in
the organization
 …So that their people do the right things, the most important things
Value of Competency Models for HR
A well developed competency model should inform all aspects of HR Practice
 Selection – provide a clear target for selection practices and candidate evaluation
 Development – focus development activities on the skills, knowledge
and characteristics that will have an impact on job effectiveness
 Training – maximize the investment of training dollars
 Performance Management - clarify work expectations and
measurement in a common language
 Succession Planning – shift focus beyond current
performance to potential for future roles
HR Practice
Competency Modeling
 At their best, competency models
 Establish a framework and common language appropriate to the organization
 Create a clear expectancy for behavior
 Provide a target to evaluate individuals for selection and development purposes
 At their worst, competency models
 Take too many people, too much time and too much money to develop
 Are too generic to gain support in the organization or, are so specific they are
outdated before they are implemented
 Stand alone and fail to integrate into human resource systems
Our Approach with ASSESS
 Provide a flexible, efficient system where competencies and
assessments are integrated:
 Define Success
 Link to existing models or efficiently create models using our Strategic Success Modeling
module
 Hire the Best
 Assess candidates against your model using cognitive ability and personality
assessments
 Conduct competency-based, behavioral interviews
 Support interview processes and selection decisions with web-facilitated resources and
workshop training
 Develop Excellence
 Develop jobholders against your model using cognitive ability and personality feedback
 360 Feedback provides insight into how others view current performance
 Support development with web-facilitated resources and developmental workshops
Define Success
Build a Model
Incorporate an Existing Model
Use Standard Models
Define Success
 We can help you to develop a model and then customize ASSESS
accordingly
 Strategic Success Modeling Process using the ASSESS Competency Library, or
 We can link assessment results to your competency model(s)
 Link to the ASSESS Competency Library and customize
 Add custom competencies, or
 You can begin by using our general competency models
Build a Model
 SSM is our process for efficient, top-down competency modeling
 Based on a library of 38 competencies
 Reviewed major competency libraries
 Focused on general competencies related to professional and managerial jobs
 Identified common competency themes
 An efficient modeling process
Strategic Success Modeling
 Supported by software and materials
 We teach HR professionals and other internal consultants to facilitate the process
themselves
The Competency Library
Thinking
Working
Relating
Visioning or
Innovation
Planning And Organizing
Teamwork & Collaboration
Driving For Results or
Delivering Results
Influencing & Persuading or
Persuading to Buy
Championing Change or
Adapting to Change
Quality Focus or
Continuous Improvement or
Policies, Processes & Procedures
Managing Others or
Team Leadership
Courage of Convictions
Safety
Business Acumen
Customer Focus or
Customer Service
Problem Solving & Analysis or
Decisive Judgment
Functional Acumen
Integrity
Coaching & Developing Others
Motivating Others
Organizational Savvy or
Relationship Management
Resilience
Negotiation or
Conflict Management
Continuous Learning
Interpersonal Communication
Written Communication
Presentation Skills
Strategic Success Modeling
Meeting Leadership or
Meeting Contribution
Respecting Diversity
Definitions and Representative Behaviors
For each competency, we have developed definitions and identified
representative behaviors.
SSM Process
 The core of the process is a Workshop
 5 – 10 job content experts
 Know job and strategy
 1 day workshop – can be less?
 Card sorts and other exercises
 Led by SSM trained facilitator
 Supported with software
and materials
SSM Process
 The Workshop
 In-depth discussion of business strategy,
future expectations, desired work outcomes
and behaviors
 A series of structured exercises designed to:
 Expose job experts to the library and help
them make careful choices of competencies
to include in the model
 Help job experts tailor general competencies from the library to fit the specifics of their
company
 Add company-specific competencies not available from the library
 Select behaviours that are representative of each of the competencies and tailor them to
their company
 Guidance for connecting HR employment and development processes to the
competency model
Or, Link an Existing Model
Link the Library to an existing
competency
Fosters Teamwork and
Generates Enthusiasm

Embodies Leadership and Strategic Vision

Drives Accountability

Entrepreneurial Spirit

Possesses Business Acumen and
Technical Excellence
Or, Use General Competency Models
SALES & SALES
MANAGER
PROFESSIONAL
MANAGER
EXECUTIVE
SUPERVISOR
Hire the Best
and Develop Excellence
ASSESS Selection Reports
ASSESS Development Reports
360 Feedback
Competency Assessment
 All organizations want people to be
effective in their jobs
 Some people are more effective in
some roles than others
 The ability to demonstrate desired
competencies is the result of innate
and learned capabilities working
together to impact behavior
Competency Assessment

The voices in selection and development processes should help to evaluate the
fit of the person with the role

Identify innate and learned capabilities

Recognize their ability to capitalize and
leverage strengths

Understand how well they
compensate/overcome
potential weaknesses

Evaluate demonstrated behaviors

From a selection perspective, if we can
identify and put the right people in the
right role we will maximize our success

From a development perspective,
we can help people grow and develop
in their current roles and prepare for
future demands
ASSESS Measures – Innate Capabilities
 Intellectual Abilities (modular approach)
 Critical Thinking
 Abstract Reasoning
 Work Personality

Thinking

Working

Relating

Reflective

Work Pace

Assertiveness

Structured

Self-Reliance

Sociability

Serious-Minded, Restrained

Work Organization

Need to be Liked

Fact-Based

Multi-Tasking

Positive about People

Realistic

Follow-Through

Insight

Acceptance of Control

Optimism

Frustration Tolerance

Criticism Tolerance

Need for Freedom

Self-Control

Need for Attention

Cultural Conformity

Detail Orientation
ASSESS Reports
 Help the reader understand the impact of personal characteristics and
abilities on the development and display of competencies
 Detail how specific characteristics can help or hinder the display of
each competency
 Provide a common language and framework for evaluating a
respondent’s “fit” with the job role
 Offer resources to integrate the assessment into the selection and
development process
 Behavioral Interview Guides
 Management Suggestions
 Developmental Suggestions
Hire the Best
DEFINE SUCCESS
EVALUATE INNATE
CAPABILITY
EVALUATE LEARNED
CAPABILITY
ASSESS Personality &
Cognitive Abilities
Resume
Behavioral Interview
Behavioral Interview
DECIDE
ASSESS Selection Report
A blend of feedback and application
 Competency model
 Detailed feedback
 Competency-based interview guide
 Candidate specific probes based
on assessment results
 Management suggestions
 Decision making guidance
 Success Profile (optional)
ASSESS Results
The Graphic Profile
Quickly see where the
respondent “stands out” from
other managers and
professionals.
Later, the report will help you to
understand the implications for
job effectiveness.
Selection Report - Define Success
Selection Report - Detailed Narrative
 For each competency, identify areas of strong potential fit
Selection Report - Detailed Narrative
 And see areas where personality may hinder the display of desired behaviors
Selection Report - Behavioral Interview
 Conduct a competency-based, structured interview
 Tailor interview based on assessment results
Selection Report - Hiring Decision
 Evaluate candidate’s fit with the competency model
Selection Report - Management Suggestions
 Suggestions to aid in the on-boarding of the candidate (if hired)
Develop Excellence
DEFINE SUCCESS
SSM
BENCHMARK ASSESSMENT
EVALUATE PROGRESS
ASSESS Personality
ASSESS 360
ASSESS 360
DEVELOPMENT PLAN
Development Report & 360 Feedback
A blend of feedback and
application
 Competency model
 Detailed feedback
 Development
suggestions based on
assessment results
 Guidance in preparing a
personal development
plan
 Goal setting
 Action planning
Development Report - Detailed Narrative
 Understand the underlying
“why” of behavior
 Recognize how strengths
can become weaknesses
depending upon the situation
 Look for unrealized
potential
Development Report - Developmental Suggestions
 Learn to manage or compensate for potential problems
Development Report - Action Planning Guidance
Action Planning Guidance facilitates the individual to use ASSESS
results to identify and utilize areas of strength and manage or
compensate for potential weaknesses.
Behavioral Feedback - ASSESS 360
 Dimensions and behaviors can be populated directly from the
organization’s competency model
 Web-facilitated survey administration and reporting
 Gathers confidential feedback from Boss, Peers,
Direct Reports, etc. on behaviors related to job success
 Provides Detailed Feedback:
 Competency Rankings
 Behavior Ratings
 Developmental Suggestions
 Action Planning Guidance
360 Survey Site
Mary Smith
Jose Garcia
Bryan Simms
Mary Smith
Jose Garcia
Bryan Simms
360 Feedback Report - Competency Overview
 Quickly identify areas of strength
and weakness
360 Feedback Report - Detailed Results
 For each competency the Appendix provides additional detail
360 Feedback Report - Developmental Resources
 Use the developmental resources to write a detailed action plan.
ASSESS Support
Resource Sites
Summary Reporting
Training
Resource Sites
 ASSESS includes resource sites for both managers and employees to
assist them in utilizing ASSESS in selection and development programs
Summary Reports
 Available for ASSESS Development and ASSESS 360 reports
 Provide summary results for selected groups
 Average scores for the group on each competency
 Most frequent development suggestions
 Helps the organization target developmental needs
 Assists with training plans
Summary of Key ASSESS Features
 Web-based -- anytime, anywhere, worldwide
 Efficient competency modeling process, general models
or linking to existing models
 Comprehensive Work-Related Assessment for
Selection & Development
 Excellent Resources and Supporting Materials
 Customer Support, Training, Workshop Facilitation
and Train-the-Trainer
 Customisable