September 22-25, 2008

Athens, Greece

Cornerstone Assessments

“Basic Training”Competence + Compatibility = Contribution to Results

Management Development Series

Welcome!

Formulas Introduction

Concepts

Final Exam

Casework

Online System

The Cornerstone International On-Line AssessmentsThe Cornerstone International On-Line Assessments

are based upon the Human Capital Management System are based upon the Human Capital Management System

Human Capital Management SystemHuman Capital Management System

A Proprietary, Copyrighted ProductA Proprietary, Copyrighted Product

Basic ConceptsBasic Concepts

The Human Capital On-Line Profile Evaluation The Human Capital On-Line Profile Evaluation improves performance through five basic conceptsimproves performance through five basic concepts

1.1. APPRECIATING HUMAN ASSETSAPPRECIATING HUMAN ASSETS

2. UNDERSTANDING THE WORK ENVIRONMENT 2. UNDERSTANDING THE WORK ENVIRONMENT

3. CLARIFYING AND SIMPLIFYING JOBS 3. CLARIFYING AND SIMPLIFYING JOBS

4. EXPLAINING SUCCESS DETERMINANTS4. EXPLAINING SUCCESS DETERMINANTS

5. APPLYING THE HCI METHOD5. APPLYING THE HCI METHOD

ConceptConcept One One

WHAT ARE

HUMAN ASSETS?

People have value. They are People have value. They are assets to an organization, assets to an organization, and they should be managed and they should be managed accordingly.accordingly.

                             

 

                          

 

KEY POINT:If people are managed as assets, they will develop, If people are managed as assets, they will develop, grow, and increase in value. On the other hand, if grow, and increase in value. On the other hand, if they are managed as an expense, they more likely they are managed as an expense, they more likely become a target for control and lay-off.become a target for control and lay-off.

 

                                      

       

The work environment is comprised of:The work environment is comprised of:

       STRUCTURE        STRUCTURE        STRATEGY        STRATEGY        CULTURE        CULTURE        TEAMS        TEAMS        JOBS        JOBS

Their definition, design, and the resulting Their definition, design, and the resulting climate affect people's performance.climate affect people's performance.

 

KEY POINT:Never judge people as though they work in a vacuum. People work in a real Never judge people as though they work in a vacuum. People work in a real world of challenge, conflicts, change, and constraints. world of challenge, conflicts, change, and constraints.

If people work in a comfortable setting where goals and other expectations are If people work in a comfortable setting where goals and other expectations are clear, they tend to be motivated and contribute to increased productivity. clear, they tend to be motivated and contribute to increased productivity. If the environment is confusing or conflicting, pressure increases, tension If the environment is confusing or conflicting, pressure increases, tension builds, and work suffers. Most people become uncomfortable and unhappy.builds, and work suffers. Most people become uncomfortable and unhappy.

ConceptConcept Two Two

WHAT ISWORK ENVIRONMENT?

 

WHAT IS

JOB CLARIFICATION?

Job expectations should be better Job expectations should be better defined and simplified.The defined and simplified.The Purpose and Priorities of all jobs Purpose and Priorities of all jobs should be clear so that should be clear so that people know what is expected of them.know what is expected of them.

If people understand their responsibilities, they will be more productive. When employees are placed in a job, they should know its expectations and the organization's priorities. If they see the whole picture, they will better understand its parts.

ConceptConcept ThreeThree

KEY POINT:

 

WHAT ARE

"SUCCESS FACTORS"?The human factors that The human factors that underly and cause underly and cause success, and therefore success, and therefore help predict success.help predict success.                             

 

                    

 

 KEY POINT:

Success factors are the ideal components of human capital (education, training, knowledge, skills, experience and behavior) which may be used to establish standards for jobs.

These standards suggest what is required in human terms to become successful in the job, and therefore what also will predict success in the job.

ConceptConcept Four Four

THE HCI METHOD FORMULATHE HCI METHOD FORMULA

Competency + Compatibility =Competency + Compatibility =Contribution to ResultsContribution to Results

C1 + C2 = C4C1 + C2 = C4

ConceptConcept Four Four

 

WHAT IS

THE HCI METHOD?

Identifying the Success Factors for a specific position, then measuring each Candidate against them.

 

 C1 + C2 = C4

EXPERIENCE determines COMPETENCY ( C1 )FIT determines COMPATIBILITY (C2 )

When both Competency and Compatability are considered in the selection process, better hires are made. As a result, people perform better. Human synergy occurs. This is indicated by C4.

Competency alone does not mean a person will succeed in a job. Compatibility with the work environment is the other factor that contributes to improved performance and success.

ConceptConcept Five Five

KEY POINT:

BRAINPOW

ER (1)

CONTRIBUTION TO RESULTSCONTRIBUTION TO RESULTS

VALUESSTYLE

EDUCATIONTRAINING

EDUCATIONTRAINING

KNOWLEDGESKILLS

KNOWLEDGESKILLS

EXPERIENCEEXPERIENCE

(1) BRAINPOWER = THINKING PROCESS + EMOTIONAL THINKING + RATIONAL THINKING

HCI

METHOD

COMPETENCY

COMPATIBILITY

The total of The total of knowledge, skills, and experienceknowledge, skills, and experience

Proven past performance”Proven past performance”

Years and types of jobsYears and types of jobs

Results accomplishedResults accomplished

Education / Training

Ø Quality of Institution

Ø Quality of Faculty

Ø Specific Curricula

COMPETENCYCOMPETENCY

Knowledge/Skills:• Technical

• Managerial

• Human Relations

• Leadership

EDUCATIONEDUCATION

TRAININGTRAINING

KNOWLEDGEKNOWLEDGESKILLSSKILLS

EXPERIENCEEXPERIENCE

Degree of difficultyDegree of difficulty

Amount of company support Amount of company support

Quality of products and servicesQuality of products and services

VALUESVALUESVALUESVALUESSTYLESTYLESTYLESTYLE• ProblemsProblems• PeoplePeople• PressuresPressures• Policies Policies • and and

ProceduresProcedures

• ProblemsProblems• PeoplePeople• PressuresPressures• Policies Policies • and and

ProceduresProcedures

HOW?

Act or react to:

• Motivators• Interests

PrioritiesGoals

WHY?WHY?

Act or React toAct or React to :

THINKING PROCESS

EMOTIONAL THINKING

RATIONAL THINKING

BRAINPOWERBRAINPOWERBRAINPOWERBRAINPOWER

WHICH?WHICH?

COMPATIBILITYCOMPATIBILITY

 

HOW DO WE SET

BETTER SELECTION

STANDARDS?

Through improved understanding of the organization’s       CULTURE       STRUCTURE       STRATEGY

 

When selection standards are vague, hiring decisions become confused or complicated. Why? Because decision-makers may have questions about what type person they are trying to hire. When selection standards are clear, hiring decisions improve.

Therefore, understanding how organizational culture, structure, and strategy impact selection standards becomes important.

KEY POINT:

Culture, Structure, Strategy...Culture, Structure, Strategy...and How They Impact Selection and How They Impact Selection

StandardsStandardsWHAT IS

CULTURE?Beliefs, traditions, and values ... "the Beliefs, traditions, and values ... "the way we do things around here."way we do things around here."

WHAT ISSTRUCTURE?

Work requirements and Work requirements and relationships..."who does what, relationships..."who does what, reports to and works with whom"reports to and works with whom"

WHAT ISSTRATEGY?

The organization roadmap... "the  best The organization roadmap... "the  best way  for the whole team to reach the way  for the whole team to reach the goals"goals"

 

 

 When decision-makers understand their work environment, meaning its job standards, accepted practices, and desired human relationships, they make better hiring decisions.

As The HCI Method suggests, if decision-makers select people who are both competent to perform the work and compatible with the work environment, the people selected will perform better.

KEY POINT:

Position DefinitionPosition Definition

 

WHAT IS THE

POSITION DEFINITION?

A standard form for the decision-A standard form for the decision-makers to establish each job's makers to establish each job's

       PURPOSE        PRIORITIES           TIME USE

 

  The Position Definition defines a job's desired results (Purpose), its responsibilities in order of The Position Definition defines a job's desired results (Purpose), its responsibilities in order of importance (Priorities), and the best distribution of time to accomplish those responsibilities importance (Priorities), and the best distribution of time to accomplish those responsibilities (Time Use).(Time Use).When the purpose is unclear, responsibilities are not prioritized, and time use is indefinite, When the purpose is unclear, responsibilities are not prioritized, and time use is indefinite, performance suffers.performance suffers.

KEY POINT:

Purpose, Priorities, Time Purpose, Priorities, Time UseUse

 

WHAT ISPURPOSE?

The reason the job exists in the first place, and therefore, what contribution to results the job is expected to make.

WHAT AREPRIORITIES?

Responsibilities in order of importance...what comes first to perform productively.

WHAT ISTIME USE?

Approximate allocation of time to carry out each responsibility properly.

 

KEY POINT:Better Selection Standards require agreement on Job Purpose, Priorities and Time Use. The Position Analysis indicates job expectations in these ways. This guides improved performance. When duties are not properly defined, managers tend to expect too much from some people and under- utilize other people. Teamwork suffers, and people find it more difficult to meet expectations.