© Development Dimensions Int’l, Inc., MMVI. All rights reserved. 1 Assessing for Ethics Presented...

© Development Dimensions Int’l, Inc., MMVI. All rights reserved.1

Assessing for

Ethics

Presented byDan Prachar, Business Development ManagerJune 2006

C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D.


About DDI

• Founded 1970• Our expertise

– Hiring & Promoting The Best– Developing Extraordinary Leaders– Unleashing Executive Talent

• 1000 Associates in 75 offices around the globe.


Areas for Selection Evaluation

Performance

Experience

What I have done•Managed a Merger•Open/Closed an Office•Launched a Product•Run a Particular Machine

Competencies What I am capable of•Planning•Organizing •Influencing•Controlling

Knowledge

What I know•CPA, MCSE•Gene Sequencing•XML Rendering

PersonalAttributes

Who I am

The Light Side (Enablers)

The Dark Side (Derailers)


Leadership Potential FactorsS U S T A I N E D P E R F O R M A N C E

+

Leadership Promise

• Propensity to Lead

• Brings Out the Best in People

• Authenticity

Balance of Values and Results

• Culture Fit

• Passion for Results

Personal Development Orientation

• Receptivity to Feedback

• Learning Agility

Mastery of Complexity

• Adaptability

• Conceptual Thinking

• Navigates Ambiguity

=C O N T I N U E D G R O W T H


Interviewing for Ethics

• The best predictor of future (unethical) behavior is past behavior.

• Use Behavior Based Questions to get examples of how they have responded to ethics based decisions in the past.

• Get multiple examples of behavior and follow up with probing questions to understand the thinking behind the behaviors.


The Format for Good Answers

• Situation or Task• Your Action• The Results of your

action

Good answers are:• Complete• Not Speculative• Not Generalizations


A Few Sample Questions

• We are often confronted with the dilemma of having to chose between what is right, and what is best for the company. Tell me about two examples where you faced this dilemma and how you handled it.



• There are two philosophies about regulations and policies. One is that they are followed to the letter; the other is that they are just guidelines. What is your opinion.

• We have all done things that we have later regretted. Can you give me an example that falls into this category for you. How would you have handled it differently today?



• How would you describe the ethics of your company? Which parts do you feel comfortable and uncomfortable about? Why?

• Give me an example of an ethical decision you had to make on the job and what factors you considered in reaching this decision.



• Sometimes our products are very close to, but not exactly what our customers are asking for. Tell me about a time when you were trying to make a sale and were in this situation.

• Tell me about a time when you had to go against company procedure in order to get something done.


Important Points

• Hold such questions until you have had time to build rapport.

• Use empathy statements to encourage people to talk– I would have been frustrated too..– You must have been very disappointed.

• Maintain self-esteem after confessions.– We have all dropped the ball in the past.


There is Power Triangulation

More Data Points Bring More Clarity• Have several people ask the same

question.• Check references on key facts• Assign one person to thoroughly comb

through every item on the resume.• Scale the assessment to the level of the

person being considered.


• Local talent• Consistent, streamlined approaches• Use of enabling technologies…effectiveness• Efficiency and cost reduction• Practical, flexible and legally credible tools• Streamlined interviewing and decision-making • Fewer, more highly qualified interviews

• Country wide and/or local talent• Use of high-end automation and touch as

appropriate • Multi-perspective view of critical areas• Business relevant simulation tools• Data integration provides holistic

decision-making process

• Company-owned or scouted “talent”• Assessment center style process• High-touch data gathering and whole-person assessment• Senior Leader interview protocol goes beyond competencies• Strategic Data Review ensures data-driven decision-making

Candidate SelectionDifferentiated by LevelCandidate SelectionDifferentiated by Level

DistrictManager

Salaried and Hourly Managers

Hourly Associates

High

Touch

Low

FrequencyLow High

Candidate segmentation model (tiers) used to drive efficiencies, allocation of resources, and investment proportionate to position level


Day-in-the-life Assessment Experience


The Light SidePERSONALITY PROFILES


The Dark SidePERSONALITY PROFILES


Scott Yoder

POperational Decision Making

DExecutive Disposition

PValuing Diversity

Personal Attributes

SEmpowerment/Delegation

SChange Leadership

Leadership Skills

SDeveloping Strategic Relationships

PCustomer Orientation

PCommunicating with Impact

Interpersonal Skills

PBusiness Acumen

DEstablishing Strategic Direction

DEntrepreneurship

Business/Management Skills

PERSONALITY PROFILESCOMPETENCIES

0 30 60 90

ADJUSTMENT

AMBITION

SOCIABILITY

INTERPERS. SENS.

PRUDENCE

INQUISITIVE

LEARNING ORIENT.

LEI

0 30 60 90 120

VOLATILE

ARGUMENTATIVE

RISK AVERSE

IMPERCEPTIVE

AVOIDANT

ARROGANT

IMPULSIVE

ATTENTION SEEK.

ECCENTRIC

PERFECTIONISTIC

APPROVAL DEP.

LCI


Warning, Warning!

Behavior Rules


Assessing for Ethics

• Ask and you shall recieve.• Use the power of triangulation• People will explain their ethical views if

you ask them to.• Scale the assessment to the role.• Leverage technology.• Don’t assume, don’t worry about

offending.


Questions??



Thank you.


© Development Dimensions Int’l, Inc., MMVI. All rights reserved. 1 Assessing for Ethics Presented...

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