Finding the Keepers
Assessing Keen Internal
& External Talent
SARTA’s Leadership Series
September 21, 2011
Building Better Teams
A Silvers HR Partner
What is an Assessment?
• Observations
• Resume
evaluations
• Applications
• Interviews
• Work samples
• Ability tests
• Achievement tests
• Physical ability tests
• Honesty/Integrity
tests
• Personality inventory
• Work value
inventories
• Drug tests
• Medical tests
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Source: Testing and Assessment:
An Employer’s Guide to Good Practices
U.S. Dept of Labor
What is an Assessment?
• Observations
• Resume
evaluations
• Applications
• Interviews
• Work samples
• Ability tests
• Achievement tests
• Physical ability tests
• Honesty/Integrity
tests
• Personality inventory
• Work value
inventories
• Drug tests
• Medical tests
Copyright © 2011 Assessment Pros LLC
Source: Testing and Assessment:
An Employer’s Guide to Good Practices
U.S. Dept of Labor
Hiring Choices
Basic – Screening tools
Skills, abilities, attitude
Total Person
Can they do the job?
Will they like the job?
Do they fit the personality of the job?
Motivational – what makes them tick?
$, power, work environment, etc.
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Practices in Hiring Process
College
Hires
Entry Level
First-level
Managers
Mid-level
Managers
Executives
Basic
32%
49%
29%
22%
16%
Total Person
35%
40%
59%
61%
52%
Motivational
18%
20%
32%
34%
36%
Source: Aberdeen Group, Assessments 2011, April 2011
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Practices in Hiring Process
College
Hires
Entry Level
First-level
Managers
Mid-level
Managers
Executives
Basic
32%
49%
29%
22%
16%
Total Person
35%
40%
59%
61%
52%
Motivational
18%
20%
32%
34%
36%
Source: Aberdeen Group, Assessments 2011, April 2011
Copyright © 2011 Assessment Pros LLC
Practices in Hiring Process
College
Hires
Entry Level
First-level
Managers
Mid-level
Managers
Executives
Basic
32%
49%
29%
22%
16%
Total Person
35%
40%
59%
61%
52%
Motivational
18%
20%
32%
34%
36%
Source: Aberdeen Group, Assessments 2011, April 2011
Copyright © 2011 Assessment Pros LLC
Practices in Hiring Process
College
Hires
Entry Level
First-level
Managers
Mid-level
Managers
Executives
Basic
32%
49%
29%
22%
16%
Total Person
35%
40%
59%
61%
52%
Motivational
18%
20%
32%
34%
36%
Source: Aberdeen Group, Assessments 2011, April 2011
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Solid Hiring - 3 Legged Stool
Skills,
Resume
(past)
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Solid Hiring - 3 Legged Stool
Interview
(present)
Skills,
Resume
(past)
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Solid Hiring - 3 Legged Stool
Job Fit
(future)
Interview
(present)
Skills,
Resume
(past)
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Solid Hiring - 3 Legged Stool
Best
Candidate
Job Fit
(future)
Interview
(present)
Skills,
Resume
(past)
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Hire the Right People
 Job Descriptions
 Screen for Attitude/Experience
 Interview Aid
 Job Fit
Plan for Tomorrow
Retain & Develop Employees
 Strategy & Business Plans
 “Bench Strength” Awareness
 Succession Planning
 Training
 Effective Teams
 Identify Career Tracks
 Create Individual Development Plans
 Rewards & Compensations
Teach Leaders to Manage & Motivate
 Coaching Skills
 Mentoring Programs
 Develop Personal Management Skills
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Pressures Driving the
Use of Assessments
75%
50%
60%
32%
30%
25%
0%
Growth goals
Business change
require better
requires new or
talent at all levels
different
skills/capabilities
Leadership skill
shortage
Source: Aberdeen Group, Assessments 2011, April 2011
Copyright © 2011 Assessment Pros LLC
Assessment Data for
Critical Decisions
4.5
4.2
4
Scale:
1 = little importance
5 = critically important
4.1
4.0
3.8
3.5
3.7
3.6
3.4
3.3
3.2
3
Best-in-Class
3.3
Industry Average
2.9
2.9
Who to
interview
Who is
promoted
Laggard
2.5
Who to hire
Who is
deemed highpotential
Source: Aberdeen Group, Assessments 2011, April 2011
Copyright © 2011 Assessment Pros LLC
Consider When Choosing:
•
•
•
•
•
•
Purpose
What they measure
What they are designed to predict
Format – (graph, report, etc.)
Objectivity
How they are administered
(online, paper/pencil, video, etc.)
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Assessment Review Checklist
 Appropriate for work settings
 Reliable - consistent over time
 Valid - measures what it’s supposed to measure
 Easy to administer
 Easy to score
 Results easy to understand/use
 Does delivery system meet organization needs
(pencil/paper; computer; online)
 Technical manual available
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Hiring Scenario - Pilot
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Igniting the Flame
Are your employees engaged?
loyal to your business?
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Igniting the Flame
Are your employees engaged?
loyal to your business?
How do you know?
How do you find out?
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Re-recruit Key
Contributors
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Only 31% of
employees are
actively engaged in
their jobs
Re-recruit Key
Contributors
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Only 31% of
employees are
actively engaged in
their jobs
Re-recruit Key
Contributors
40% of are partly to
fully disengaged
Sources: Towers Perrine Global Workforce Study;
BlessingWhite Employee Engagement Report
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Top reason for staying
– I like my work
Top reason for leaving
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Top reason for staying
– I like my work
Top reason for leaving
– I have no opportunity to grow
or advance
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Organizational
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Organizational
Managerial
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Organizational
Managerial
Employees & Teams
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Workplace Engagement Plan
•
•
•
•
•
•
Company Culture
Good Job Fit – hire and promotions
Right Training to the Right People
Right person in the Right Leadership Position
Management Style – One Size Does Not Fit All
Align Elements of the “Employee Experience”
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Keeping the
Flame Alive
• Need talent to support business goals
• “People” data can help manage risk on talent
decisions (hire, promotion, bench)
• Training $$ used most effectively
• 2011-2012 hires - top or poor performers?
• Engaged or disengaged?
• What does this mean to your bottom line?
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Questions?
Jennifer Leake CMC®
jennifer@assessmentpros.com
866-373-0300
Resources:
www.AssessmentPros.com
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