Retaining Talent JTandMJS - assessmentcenters.org · Microsoft PowerPoint - Retaining Talent...
Transcript of Retaining Talent JTandMJS - assessmentcenters.org · Microsoft PowerPoint - Retaining Talent...
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Congress picture
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Rethinking Assessment Centers:Multiple Variations to Meet Multiple Needs
Presented by:William C. Byham, Ph.D.Chairman & CEOOctober 2010
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My Goal is to Help You…
• To get the most out of the International Congress.
• To understand the diversity in uses of assessment centers.
• To see how the method has changed over the years.
• To learn about some new technology.• To identify research needs.
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Presentation Plan
1. First-level management assessment2. New employee selection assessment3. Senior management assessment4. Training assessment centers (aka
developmental assessment centers, DACs)
A. HistoryB. Current status including trends in useC. New ideas and technology
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First Level Management Assessment• Selection/Promotion• Diagnosis of
development needs• Both (dual purpose)
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HistoryFirst Level Management Assessment
1958.................... AT&T1963 – 1970….... IBM, GM, GE, J.C. Penney
Standard Oil of Ohio (BP), Caterpillar1970……….….... DDI (Shell Oil, Ford)1970 - 2000......... Worldwide adoption by business,
and government (e.g., police, fire, and school management) in United States
1973…………..... International Congress on the Assessment Center Method
1975.................... International Congress Guidelines1976…………..... Byham makes speech about
Assessment Centers in Singapore
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Early ModelAssessment of First Level Managers
• Simulations, interviews, management games (few tests)
• Two-and-a-half days of assessment• Six assessors for 12 participants, independent
assessor observations• Mid-management assessors (four-and-a-half
days for each assessment center one or two times a year)
• Assessors trained for one week
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Early Model for First Level Management AssessmentHas Mostly Disappeared
CAUSEDownsizing of middle management
EFFECTUse HR department staffOutsourcing assessors (still run by organizationOutsourcing total assessment center, organizations feel assessment center administration not a key competency
Fewer assessors involvedOne day or less assessment centerNo interview, more tests, simulations delivered by computerVideo capturing of behavior (assessors not at AC)Phone assessmentsMultiple choice exercises, e.g., in-basket or situation judgmentsLess time or no data integration
Good things, but all don’t work. Big opportunity for innovation and research.
Time and cost pressure
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Research Questions
• Make assessors more effective (more accurate ratings in less time).
• Increase assessor reliability – consistent over time.
• Assessors vs. multiple choice?• Can diagnostic insights be increased?• Human vs. computer data integration• How short can an assessment center be and still
produce meaningful results?• How to increase development actions after
feedback.
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A Research Example:Manager ReadySM
• A 3.5 hour computer-based assessment center that improves selection/promotion decisions and greatly enriches the diagnosis of development needs
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Manager ReadySM
• 906 data points• Unique way of capturing responses using
highly trained specialized assessors (not multiple-choice)
• Algorithms parse data into competencies, key actions, and situational insights
• Algorithm combines data into overall decisions
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Biggest Difference –Depth of Development
Insights
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148 Individual Behaviors Rated by Assessors for Each Participant
155 Actions (Decisions) Rated by Computer
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Broke Some Competencies into Parts for Better Development Insights
• Coaching
• Decision Making
• Coaching for Success
• Coaching for Improvement
• Problem Analysis• Judgment
For Example:
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Evaluate Thirty-Three Key Actions
Key Actions
• Maintain or enhance self-esteem
• Listen and respond with empathy
For Example:
Measured Across Multiple Competencies
• Coaching for Success• Coaching for Improvement• Managing Relationships• Guiding Interactions• Delegation & Empowerment• Gaining Commitment
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Programmed Computer to Look for Twenty-Three Situational Insights
• Good judgment when dealing with numbers/Poor judgment when dealing with people
• Good communication upward/not downward
Examples:
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Validation –Ratings by Immediate Manager
• 163 Supervisors– 143 U.S.– 20 Singapore
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Excelling As a ManagerThe Odds of Success:
n=163
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The Odds of High Leadership Ratings:
n=163
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Criterion Validity for Overall Assessment Ratings
Study Validity• Meta-Analysis (2003)1 .36• Meta-Analysis (1987)2 .37• AT&T (multiple)3 .37 (median)
• Manager Ready .43 (76th percentile of2003 Meta-Analysis)
1. Arthur, Day, McNelly, & Edens (2003,Personnel Psychology, 56, 125-154)2. Gaugler, Rosenthal, Thornton, & Benston (1987, Journal of Applied Psychology, 72, 493-511)3. Thornton & Byham (1982, Assessment Centers and Managerial Performance)
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New Employee Assessment- Selection- Placement
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Some of Best Examples – Auto IndustryToyota Motor Manufacturing Kentucky, Inc.
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Toyota Competencies
• Ability to Learn• Work Pace• Quality Orientation• Teamwork/ Collaboration• Adaptability• Motivational Fit• Gaining Commitment/
Leadership
• Work Standards• Initiative• Communication• Manufacturing and
Technical Skills• Problem Assessment• Problem Solving
“People that have the motivation, skills, and judgment to work in an empowered work place!”
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Screen, Tests
Toyota TS®
Interview
Toyota Selection System
Health Check
On-boarding
One Day Assessment Center
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One Day Assessment Center
• Job samples• Group discussion• Targeted Selection® interview
• Highly trained specialized assessors
• Data integration• Extensive researchRim Mount Exercise
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Auto Companies That Have Used Assessment Centers for Start-Up
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• Australia• Brazil• Canada• China • France• Germany• India
• Indonesia• Mexico• Poland• Thailand• United Kingdom• United States
Countries where Assessment Centers have been used to hire autoworkers.
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Assessment Centers also Used to Select Workers in…
• Other manufacturing plants• Call centers• Big ticket sales situations• Police and fire departments
Where an empowered workforce is wanted or fairness in selection is an issue!
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Cost Pressure on New Employee Selection
NEED• Better
screening
• Assessor Expense
ANSWER• More use of
testing – better tests
• Elimination of Assessors in job simulations
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Research Questions
1. Is the new system with no assessors as valid as the old system with assessors?
2. What other jobs would lend themselves to this idea?
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Senior Management Assessment• Selection/promotion• Diagnosis of
development needs• Both (Dual purpose)
Applications Booming!
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Behavioral Clinical
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Behavioral Clinical
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Behavioral ClinicalLead
Assessor
+2 or 3 Assessors
Data Integration
Involving All Assessors
Lead AssessorAlone or with other Assessors
No Data Integration—It’s All Done by Lead Assessor
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Behavioral ClinicalIndividual
and Manager
Get Reports
Follow-up Involves
Individual and
Manager
Individual Only Gets the ReportFollow-up Contacts Involve Individual
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Research Questions: Reliability• Independent clinical
assessors vs. multiple-person teams of assessors
• Assessor teams around the world (different country standards)
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Switch from Country-Centric Advancement to
Global Leadership Effectiveness and Agility
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USA
China Brazil
Traditional Promotion System
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USA
China Brazil
Contemporary Promotion System
South Africa
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In-basket Assessor
Presentation Assessor
Strategy Exercise Assessor
Personality Survey
Data Integration
Team(Who are knowledgeable about the organization)
Report to Management
360°, Interviews, etc.
Feedback Specialist
Feedback Specialist
Feedback Specialist
Participant B Goes
Through an Assessment
Center
A
Feedback Discussions
B
Feedback Discussions
C
Feedback Discussions
Group Exercise Assessor
Participant A Goes
Through an Assessment
Center
Participant C Goes
Through an Assessment
Center
Mumbai
Mumbai Mumbai
London
London London
New YorkNew York New YorkManila
Pittsburgh
Bangalore
Detroit
Mumbai
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Training (Developmental) Assessment Center• Provide training• Diagnose development needs• Stimulate self-reflection• Immediate gratification for those going through an assessment center
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MSC (Japan) Human Assessment Model (1973)
• 2-3 days of assessment• 18 participants divided into 3 teams• Team A participates in a simulation,
Team B and Team C observe and give feedback—then Teams rotate. Repeat for standard assessment center simulations
• Trained Assessors observe participants in exercises and also their ability to give and receive feedback, write exercise reports, integrate data, write final reports, and give feedback
• Advantages: Self-insights, learning new ways of handling issues, builds confidence (“as good as other people”), try out higher-level job challenges
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Training Assessment Centers Used in Germany, Switzerland, Other European Countries
• Limited use for 20 years• 1.5 to 2 day assessment• Feedback to participants by assessors
after each experience• Some repeat of exercises• Little research on long-term behavior
change
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Current Practice
Source: Rupp, 2010
IntakeBattery
Participant Orientation
1st BlockExercises
Self-Reflection
Feedback & short term goal setting
2nd BlockExercises
Self-Reflection
Feedback & medium-term goal setting
Follow-up & integrated goal setting
Reassess
Follow-up & integrated goal setting
Follow-up & integrated goal setting
Follow-up & integrated goal setting
Early AM
AM
PM
Monthly
Yearly
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Advantages vs. Risks
Advantages• Self-insight• Immediate sense of
learning• Job preview• Start of development
planning• Leave experience with a
sense of accomplishment
Risks• Requirement to repeat
exercises cuts down the variety of exercises and the number of competencies
• Diagnosis and development recommendations made quickly. Validity?
• No positive model provided• May minimize impact of
feedback report• Difficult and expensive to
staff
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Research Questions
1. Do participants take ongoing development actions to the same extent or better than participants in diagnostic assessment centers?
2. Behavior change/Job Performance outcomes of training assessment centers compared to spending the same amount of time in a training program?
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Section BreakInsert Text Here
Is the Assessment Center Method old fashioned, stuck in a rut,
passé, or “so last week”?
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Basic Information You Should Know about Each Presentation
• Purpose of the assessment center?• Assessors? • Assessor training? Quality control?• What and how many simulations?• Behavioral or clinical orientation?• Number of people assessed per year?• Research on methodology or outcome?
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Thank you.
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