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When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play...

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When, Why, and How to Use Assessments Carolyn N. Turknett Turknett Leadership Group 770.270.1723 www.turknett.com
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Page 1: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

When, Why, and How to Use Assessments

Carolyn N. Turknett

Turknett Leadership Group 770.270.1723

www.turknett.com

Page 2: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

2 Turknett Leadership Group • www.turknett.com 2 Turknett Leadership Group • www.turknett.com

Assessment for Hiring is Increasing

76% of organizations

with over 100 employees

use assessment tools for

hiring.

That number is expected

to increase to 88% over

the next few years.

Page 3: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

3 Turknett Leadership Group • www.turknett.com 3 Turknett Leadership Group • www.turknett.com

Ace the Assessment!

Page 4: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

4 Turknett Leadership Group • www.turknett.com 4 Turknett Leadership Group • www.turknett.com

Try it - Work Ethic

Choose the most accurate statement below:

It is important for me to excel at everything I

do.

I am good at everything I do.

If you want to be successful, you can’t

always put others’ needs first.

Page 5: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

Definition of Assessment

The evaluation or estimation of the nature, quality, or ability of

someone or something.

Page 6: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

6 Turknett Leadership Group • www.turknett.com 6 Turknett Leadership Group • www.turknett.com

Questions we will briefly cover

When and why are assessments used?

What are typical assessments?

How should assessments be used?

Best practices

Pitfalls

What’s new?

Resources

Page 7: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

7 Turknett Leadership Group • www.turknett.com 7 Turknett Leadership Group • www.turknett.com

When are assessments used?

Selection of new hires

Succession management

Development

Page 8: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

8 Turknett Leadership Group • www.turknett.com 8 Turknett Leadership Group • www.turknett.com

Why do we assess?

Pre

dic

t • Selection of new hires

• Selecting managers

• Succession at the top

• High Potential Validation

Sn

apsh

ot

Me

asu

re

• Merger – Assess management talent from two companies

• Current performance (Performance appraisal)

Dev

elo

p

• New supervisors

• Development planning for Identified high potentials

• Executive Leadership Development

Page 9: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

9 Turknett Leadership Group • www.turknett.com 9 Turknett Leadership Group • www.turknett.com

Why do top companies assess?

Allan H. Church and Christopher T.

Rotolo, “How are Top Companies

Assessing Their High-Potentials and

Senior Management Executives: A

Talent Benchmark Study,” Consulting

Psychology Journal, 2013, Vol. 65, No. 3,

199-223 14%

25%

36%

39%

39%

48%

50%

82%

25%

17%

34%

26%

47%

28%

30%

74%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

External recruitment/selection

Confirmation of skill acquisition

Internal job placement

Self initiated/Ad hoc

Succession planning

Confirmation of potential

Identification of potential

Development needs

Senior Executives

High Potentials

Page 10: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

10 Turknett Leadership Group • www.turknett.com 10 Turknett Leadership Group • www.turknett.com

Types of Assessment Tools &

Methods

Interview

Work sample test

Personality test

Multi-source (360) Feedback

Cognitive – Mental ability assessment

Situational Judgment Test

Assessment Center (Leadership group discussion, simulation, role play – actual challenges)

Physical ability

Job knowledge

Page 11: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

11 Turknett Leadership Group • www.turknett.com 11 Turknett Leadership Group • www.turknett.com

Types of Assessments Used in

Top Organizations

0 10 20 30 40 50 60 70

Multisource (360) ratings

Personality Inventories

Interviews

Biographical data

Role Plays/Simulations

Cognitive Abilities

Career Achievement Inventories

Assessment Centers

Motivational Fit

High Potentials

Senior Executives

Allan H. Church and Christopher T.

Rotolo, “How are Top Companies

Assessing Their High-Potentials and

Senior Management Executives: A

Talent Benchmark Study,” Consulting

Psychology Journal, 2013, Vol. 65, No. 3,

199-223

Page 12: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

12 Turknett Leadership Group • www.turknett.com 12 Turknett Leadership Group • www.turknett.com

Try it: Situational Judgment

1. Congratulate the guest on his or her choice and make the booking

2. Make the booking without providing your opinion

3. Offer a couple of alternatives, explaining that they are probably better.

4. Share your opinion and say that several guests have been disappointed with the restaurant.

5. Pretend the restaurant is fully booked and offer to find an alternative.

From HBR, Ace the Assessment.

Page 13: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

13 Turknett Leadership Group • www.turknett.com 13 Turknett Leadership Group • www.turknett.com

Characteristics of Effective

Selection Tools

Valid

Predicts job performance – and in your

environment

Designed for workplace and for selection,

not development

Designed for job and level

Fair (tools and processes)and reliable

Lack of Adverse Impact

Ease of Administration

Page 14: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

14 Turknett Leadership Group • www.turknett.com 14 Turknett Leadership Group • www.turknett.com

Example - designed for front line

ESQ

Page 15: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

15 Turknett Leadership Group • www.turknett.com 15 Turknett Leadership Group • www.turknett.com

Example – Designed for

Management

HDS – Hogan Development Survey

Page 16: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

16 Turknett Leadership Group • www.turknett.com 16 Turknett Leadership Group • www.turknett.com

Example – Clinical vs. job-

related

MMPI HPI

My soul sometimes leaves my body.

I would rather not criticize people, even when they need it.

Dirt frightens me. I always practice what I preach.

MMPI – Minnesota Multiphasic

Personality Inventory

HPI – Hogan Personality Inventory

Page 17: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

17 Turknett Leadership Group • www.turknett.com 17 Turknett Leadership Group • www.turknett.com

Try it – EQ: Mind in the Eyes

Irritated Sarcastic Worried Friendly

Page 18: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

18 Turknett Leadership Group • www.turknett.com 18 Turknett Leadership Group • www.turknett.com

Try it – EQ: Mind in the Eyes

Apologetic Friendly Uneasy Dispirited

Page 19: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

19 Turknett Leadership Group • www.turknett.com 19 Turknett Leadership Group • www.turknett.com

Designing an Assessment

Strategy

Identify (and prioritize) job-relevant

competencies; for selection – position

analysis and validation of competencies

For selection – If possible, validate using

criterion-related study

Design an assessment strategy – what tools

and methods?

Page 20: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

20 Turknett Leadership Group • www.turknett.com 20 Turknett Leadership Group • www.turknett.com

Best Practice:

Use Multiple Methods Using multiple methods (more than one assessment,

data from multiple sources) produces more valid and

reliable data.

Management Competency

OPQ 32 360 Coaching Role Play

Watson-Glaser

Drive results X X

Make good decisions

X X X X

Develop and coach

X X X

Influence across organization

X X

Manage self X X X

Page 21: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

21 Turknett Leadership Group • www.turknett.com 21 Turknett Leadership Group • www.turknett.com

Example: Multi-method

Assessment of High Potentials

Assessment against identified leadership competencies

Gap Analysis and Development Plan for each person

Sample Assessment protocol:

Multi-Source (360) Feedback

Robust Personality assessment such as: Hogan Personality Inventory, 16PF,

SHL Occupational Personality Questionnaire (OPQ 32)

Hogan Development Inventory – Measures Derailers - HDS

Hogan Motives, Values, and Preference – Values & Preferences

Watson-Glaser – Critical Thinking

Structured Behavioral Interview and life history interview

Interview with Manager

Experience Assessment

Page 22: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

22 Turknett Leadership Group • www.turknett.com 22 Turknett Leadership Group • www.turknett.com

Best Practice: Pay attention to

Reliability and Validity of tools

Reliability: the extent to which an

assessment tool is consistent or free from

random error in measurement

Validity: the extent to which an assessment

tool measures what it is intended to measure

Predictive Validity: the extent to which an

assessment tool predicts performance in the

workplace

Reliability is necessary but does not ensure

validity.

Page 24: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

24 Turknett Leadership Group • www.turknett.com 24 Turknett Leadership Group • www.turknett.com

Best Practice: Structured

Interviews are more effective*

Structured (r=.51)

Unstructured (r=.38)

Interview Performance

Act

ual Jo

b P

erf

orm

ance

*Source: Schmidt & Hunter, 1998

Page 25: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

25 Turknett Leadership Group • www.turknett.com 25 Turknett Leadership Group • www.turknett.com

Pitfalls - Legal Liability

Selection Procedures are challenged when…

Unrelated to job

Overly subjective – not reliable

Inconsistent application or administration

Selection procedure results in:

Adverse Impact

Disparate Treatment

Page 26: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

26 Turknett Leadership Group • www.turknett.com 26 Turknett Leadership Group • www.turknett.com

Pitfalls

Selecting the “like me” candidate – easy in

hiring and succession settings

Using personality tests designed for

development in selection settings

Page 27: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

The New

Frontier: DATA

Watson

Analytics Text

Analysis

Turknett Leadership Group • www.turknett.com

Page 28: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

Watson

Analytics Text

Analysis:

John

Kennedy

Turknett Leadership Group • www.turknett.com

Page 29: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

29 Turknett Leadership Group • www.turknett.com 29 Turknett Leadership Group • www.turknett.com

Kennedy, Lincoln, and the Donald

0

20

40

60

80

100

120

Openess Conscientiousness Agreeableness Extraversion Neuroticism/EmotionalRange

Kennedy

Lincoln

Trump

Page 30: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

30 Turknett Leadership Group • www.turknett.com 30 Turknett Leadership Group • www.turknett.com

Questions?

Page 31: When, Why, and How to Use Assessments · Management Competency OPQ 32 360 Coaching Role Play Watson-Glaser Drive results X X Make good decisions X X X X Develop and coach X X X Influence

31 Turknett Leadership Group • www.turknett.com 31 Turknett Leadership Group • www.turknett.com

Turknett Leadership Group

Turknett Leadership Character Model ™

www.Turknett.com 770.270.1723


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