PowerPoint - SHRM

Exploring the World of
Assessments
How using assessments can
improve the bottom line.
RICK TIEMANN
Started The Executive Group in 1991 to help organizations
develop their human capital and business development needs.
Serving organizations for over 22 years in the selection and
development of human capital.
Over 40 years of business experience having owned 3
companies as well as roles as Director of Sales and Marketing,
Vice President Sales and Marketing, international experience
as the Asian Business Development Manager and former
President of $70 million company in the fire and security
industry.
Has served as a behavioral coach to presidents, executives,
managers, and salespeople and has evaluated over 8,000
assessments.
Belief is that one of the biggest challenges facing businesses
today is how to attract, hire, train, retain and develop the right
people.
The Executive Group
 A consulting firm focused on Organizational Development
offering a vast array of services to enhance organizational
effectiveness.
 Supports clients in all areas of Talent Management.
 Clients include Printpack, Sysco Foods, Republic Services,
Draeger Safety Products, Atlas Copco, The Taubman Company
www.theeg.com
80 E Us Hwy 6
Valparaiso, Indiana
219-477-6378 office
219-406-2425 cell
[email protected]
Exploring the World of Assessments
Understanding assessments can be a “minefield”.
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What are the different kinds of assessments?
Why are some simple and some more sophisticated?
Why are some better than others?
Measuring Behavior, Emotional and Intellectual Intelligence.
What is test-taking mentality and how does it affect results?
What is distortion and why is it important?
Using an assessment battery / a blended response.
Assessing leadership, sales and individual contributors.
Validation Studies; How assessments improve productivity
The Surgeon and the Scalpel
Using an assessment does not necessarily guarantee you desired
results. Just like a scalpel in the hands of a skilled surgeon, it is the
surgeon not the scalpel that makes the difference.
Looking at a particular assessment should NOT be the only
criterion for its use. Looking at the process and whether you are
working with a skilled surgeon that understands how to use the
right assessment should be paramount.
Making Sense of Testing
Simple
Sophisticated
You can’t judge a book by its cover!!!
Not all Assessments Are Created Equal
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Like the people they measure, they are diverse and
possess their own unique strengths and weaknesses.
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Most are “simple” behavioral based assessments and
measure only (4) four dimensions of personality.
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Assessments that are more “sophisticated” in nature
are referred to as psychological assessments.
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Psychological assessments capture a broader, more
in-depth understanding of personality, such as the Big
5 Theory used in psychology today.
Types of Assessments
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Basic Behavior Assessments
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DISC
Extended DiSC
PI (Predictive Index)
Birkman (color coded)
Caliper
Meyers-Briggs (MBTI)
Target International
Profiles International (Profiles XT)
FiroB
Pradco
Reid London House
Psychological Assessments
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16PF
Hogan
CPI
OPQ
NEO
Strong Interest
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Clinical Tests
– MMPI
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Skills Tests
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Typing Tests
MS Word Office / Excel tests
GNeil Skill Sets
Bennett Mechanical
Mechanical Concepts
Ramsey Electrical
Reasoning Tests
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Wonderlic
Thurstone Test Mental Alertness
Watson-Glazer
Ravens
Culture Fair
Myers-Briggs
Reliability
Test – Re-Test Coefficient
• Similar results over time
• Minimum >.70 or higher
Resources
• Mental Measurements Yearbook
University of Nebraska Press
• Test Critiques
Test Taking Mentality
Distortion
Distortion results when an individual knowingly or unknowingly
misrepresents themselves thus creating questions as to the
“Validity” of the profile.
– Faking Good
– Faking Bad
DISC and PI (Predictive Index)
DISC
D - Dominance
I - Influencing
S - Steadfast
C - Compliant
PI
A - Dominance
B - Influencing
C - Steadfast
D - Compliant
DISC, PI (Predictive Index), 16PF
DISC
D – Dominance
I - Influencing
S - Steadfast
C - Compliant
PI
A – Dominance
B – Influencing
C – Steadfast
D – Compliant
16PF
IN - Independence
EX - Extroversion
TM – Tough-Minded
SC – Self Control
ER – Emotional Resolve
B – Problem Solving
 Are there really only 16 kinds of people?
 When you put people into a category rather than rate them
on a scale it tends to pigeon hole and label people.
Preferred Assessments of
The Executive Group
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16 PF
Hogan
DiSC
Myers- Briggs
Thurstone Test Mental Alertness
Watson Glaser
Culture Fair
Ramsay Electrical
Mechanical Concept
A Complete System for Organizational Development
One Assessment – Multiple Applications
Selection for All Levels
Promotion
Career Pathing/
Succession Planning
16 PF
Executive/Sales
Development and
Coaching
Organizational
Development and Training
Validation Studies
16PF and Big Five Theory
“The 16PF is the Gold Standard
of Psychological Tests”
Dr. Steve O’Shaunessy
The O’Shaunessy Group
London, UK
Behavior is the biggest predictor of performance.
Behavior
Goals
Fears
Attitude
Motivators
Personal
Competence
Job
Competence
Values
Ethics
Habits
Work Ethic
Planning skills
Emotional Intelligence
Delegating
Problem Solving
Communication
Thinking Style
Conflict Management
Features
Benefits
Technical
Applications
Expertise
Coaching
Technical
Competence
Mentoring
IQ and EI
( IQ ) Intellectual Intelligence
and
( EI ) Emotional Intelligence
How they affect productivity
and the bottom line
General Mental Ability
– Adjusting to new situations
– Learning new skills quickly
– Thinking flexibly
– Understanding complex or subtle
relationships
Fluid Intelligence
Crystallized Intelligence
Linguistic – a person’s verbal skill sets
Their ability to articulate their thoughts through both
verbal and written forms
Quantitative – a person’s quantitative skill sets
Their problem-solving ability through using reasoning
Critical Thinking Skills
High Potential Managers PCGB:
Mean scores IQ PCGB Hypo Group 110
Mean scores IQ General Population 100
Mean scores Factor B PCGB Hypo Group 7.0
Mean scores Factor B General Population 5.5
Supervisors Mfg Facility
High Performers B 5.36 TTMA 53.727
Low Performers B 3.37 TTMA 32.00
Technicians Service Operations
High Performers B 5.5
Low Performers B 3.0
EI - Emotional Intelligence
PERSONAL
COMPETENCE
SOCIAL
COMPETENCE
How they manage
Themselves
How they manage
Relationships
Self-awareness
Self-management
Social awareness
Relationship management
The 16PF –
A Tool for Organizational Development
• One of the most widely used personality tests in the world
written in over 34 languages
• Supported by extensive research and is highly validated
with over 3000 published articles written
• Statistically proven indicators of behavior and performance
• Meets EEOC and Affirmative Action requirements
• One instrument for multiple job classifications
• Supports entire Talent Management process
• Allows organization to create one common dialogue
Response Style Indices
Designed to flag “test taking mentality” and “distortion”
• Impression Management (IM)
– A person’s slant on themselves.
– Low scores (1-8) may indicate self esteem issues.
– High scores (20-24) may indicate person is trying to make a
favorable impression or has an unrealistic view of
themselves.
• Infrequency (INF)
– Involves the “B” or “?” response on 32 response indices
– High scores (10+) suggest candidate may be trying to hide
something or is indecisive.
• Acquiescence (ACQ)
– Tendency to answer “true” to an item regardless of content.
– High scores 71+ may indicate disinterest in taking the
assessment or problems comprehending the questions.
What the 16PF Measures
Tough Mindedness
Self-Control
Problem
Solving
16PF
Independence
vs.
Accommodating
Workplace
Coping Skills
Interpersonal
Skills
16 Primary Factor Scales
Provides an In-depth Look at Behavior
A
Warmth
L
Vigilance
B
Reasoning
M
Abstractedness
C
Emotional Stability
N
Privateness
E
Dominance
O
Apprehension
F
Liveliness
Q1 Openness to Change
G Rule-Consciousness
Q2 Self-Reliance
H Social Boldness
Q3 Perfectionism
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Q4 Tension
Sensitivity
Bipolar Scales
Factor
A
B
C
E
F
G
H
I
L
M
N
O
Q1
Q2
Q3
Q4
Left Meaning (-)
Reserved, Impersonal, Distant
Concrete
Reactive, Emotionally Changeable
Cooperative, Avoids Conflict
Serious, Restrained, Careful
Expedient, Nonconforming
Shy, Threat-Sensitive, Timid
Utilitarian,Objective, Unsentimental
Trusting,Unsuspecting, Accepting
Grounded, Practical,Solution-Oriented
Forthright, Genuine, Artless
Self-Assured,Unworried, Complacent
Traditional, Attached to Familiar
Group-Oriented, Affiliative
Tolerates Disorder, Flexible
Relaxed, Placid, Patient
Right Meaning (+)
Warm, Outgoing, Attentive to Others
Abstract
Emotionally Stable, Adaptive, Mature
Dominant, Forceful, Assertive
Lively, Animated, Spontaneous
Rule-Conscious, Dutiful
Socially Bold, Venturesome
Sensitive, Aesthetic, Sentimental
Vigilant, Suspicious, Skeptical, Wary
Abstracted, Imaginative, Idea-Oriented
Private, Discreet, Non-Disclosing
Apprehensive, Self-Doubting, Worried
Open to Change, Experimenting
Self-Reliant, Solitary, Individualistic
Perfectionist, Self-Disciplined
Tense, High Energy, Impatient, Driven
Sten Score Distribution
Areas of Potential Concern
A Proprietary 16PF Feature
• Identifies a person’s level of emotional resolve
• Identifies a person’s cognitive ability
• Identifies those behaviors that may impact a
person’s productivity regardless of the role
• Identifies concerns regarding the ability to
perform a specific job or role.
Areas of Potential Concern
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Social withdrawal (A-)
Low reasoning (B-)
Low frustration tolerance (C-)
Submissiveness (E-)
Low energy (F-)
Unconventional attitudes (G-)
Shyness (H-)
Suspiciousness (L+)
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Too impractical (M+)
Worrying (O+)
Too closed to change (Q1-)
Not a team player (Q2+)
Disorganized (Q3-)
Impatience (Q4+)
Poor impression management (IM-)
Leadership Readiness
Each passage represents
a major change;
• New work values
• New time horizons
• New applications
• New skill requirements
• New thinking skills
11 Core Traits of a Leader
• A+ Warmth
• B+ Reasoning
• C+ Emotional Balance
• E+ Competitiveness / Drive
• F+ Spontaneity
• G+ Conscientiousness
• H+ Social Boldness
• O- Self Confidence
• I+ Intuition
• M+ Creativity
• Q1+ Readiness towards change
8 Core Traits of Successful Sales
People
A+
B+
C+
E+
F+
G+
H+
O-
Warmth – ability to be friendly and engaging
Problem-Solving – ability to solve complex problems
Emotional Stability – ability to mange sales stress
Assertiveness – competitive drive component
Fun-Loving – optimism and spontaneity for sales
Rule Bound – doing the right thing
Social Boldness - ability to network and push forward
Self Assured – confidence to stay the course
Sales Profile
F9 H9 Show outgoing attitude
C3 L10 O8 – 3 areas of potential
concern
C3 O8 – Low coping skills
L10 – Highly suspicious deflecting
attitude /blaming of others
Promoted to OPS Mgr
Estimating/Scheduling/Purchasing
DISC – D(7) = 16PF E(9) and IM(8)
E+ L+ = Anger and aggression
E+ L+ F- = Can’t find any humor or
levity to offset her anger
E+ IQ+ = Tends to talk down to
others
ER+ C- L- = Can’t control her anger
when she is upset
VP South American Operations
Q1/10 = Driver of change
A8 Q2/2 I 8 = Kind and sensitive
needs to be liked
Q1/10 I 8 L 6 = Becomes overly
critical under pressure
EX 7 = Does not manage stress
ER 7 O 8 Q1/10 = Under stress
begins to micromanage and
becomes overly critical moves
away from coaching as she
worries about results and
pressure.
Quality Control Manager
B2 / TMA 2% / CF 83 – Lower level
reasoning skills / Concrete thinker/
hands on learner / slow learner
E9 H9 O3 – Egotistical and Arrogant
E9 G7 Q3/8 O3 – Sees himself as
perfect
VP of HR and Legal
B7 IQ 118 TMA 80% =
Excellent analytical skills
A7 Q2/6 I5 = Good people
skills, intuitive but could make
stand alone decisions
Q1/9 = High Intellect loved to
learn and challenge new ways
of thinking (would get
impatient)
E7 G6 Q3/8 = Sometimes
would over control and take on
too much and not delegate.
VP General Manager
B9 = Strong reasoning skills
E7 Q1/10 = Strong progressive
orientation w high IQ desire to learn
Q3/8 =Well organized with good follow
up
A7 Q2/2 =Shows compassion for people
sometimes not quick to discipline
E7 F6 H7 = Good energy and drive
Q1/10 L4 = Hard on himself
E7 H7 O3 = Strong confidence without
arrogance
M5 Q1/10 = Progressive and innovative
How Can I Predict Performance?
Validation studies:
1) Screen in the best candidates
2) Improve productivity and performance
3) Raise morale
4) Reduce turnover
Conduct a Criterion Related Study;
Assess the behaviors of current employees and rate them
on how well they perform.
Validation Studies
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Railcar Manufacturer – Shop Floor Supervisors
Automotive – sound dampening manufacturer – Laborer
Bottling Company – Office clerical
Bottling Company – Hi-Potential leadership
Waste industry – Operations Supervisors
Waste industry – Sales Personnel
Waste industry – Drivers
Air Compressor Mfg – Technicians
Fire and Security – Technicians
Food Service/ Software/Casket /Waste Industry - Sales
Exploring the World of Assessments
Thanks for attending today!
80 E US Highway 6  Valparaiso,IN, 46383
Office 219.477.6378  Fax 219.477.6379
[email protected]  www.theeg.com