role-based assessment: a new way to know
DESCRIPTION
ERE Webinar from 2/24/2010 presented by Dr. Janice Presser.TRANSCRIPT
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Role‐Based Assessment: A New Way to Know
How People Will Perform in Teams
Dr. Janice Presser, CEO ERE.NET Webinar February 24, 2010, 2‐3pm ET
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Agenda
• TGI Role‐Based Assessment in context • What TGI Role‐Based Assessment measures
– Coherence – Role – Teaming Characteris;cs
• CHI Indicators • The TGI Role‐Based Assessment Experience • But wait – there’s more!
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Role-Based Assessmentin Context
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How many Kmes have you seen…
• Good ‘fit’ • Relevant knowledge • Progressive growth of responsibility
• Excellent resume • References • Superb interview
Pre‐hire evaluaKon
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How many Kmes have you seen…
• Good ‘fit’ • Relevant knowledge • Progressive growth of responsibility
• Excellent resume • References • Superb interview
• No clear leadership • Lacking good judgment • Missing key goals and deadlines
• Not measuring up to expecta;ons
• Inappropriate workplace behavior
Pre‐hire evaluaKon On the job
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Data is not InformaKon
• SMART ≠ MOTIVATED
• EXPERIENCED ≠ PRODUCTIVE • AGGRESSIVE ≠ EFFECTIVE • CHARMING ≠ CONSTRUCTIVE
• How much do resumes, interviews, IQ and personality factors tests really tell us about team performance?
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• Tradi;onal forms of assessment focus on individual skills and characteris;cs
• These individual measures do not perform well as predictors of ‘teaming characteris;cs’ • Posi;ve, produc;ve behavior in teams predicts value contribu;on
• Therefore, we need to measure in a new way!
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1900 1920 1940 1960 1980 2000 2010
Behavior
Woodworth (U.S. Army)
Stanford-Binet IQ
Cattell 16PF Personality
TGI Role-Based Assessment
Gerber Mosaic Figures
Personality
Intellect
Performance
Components
Raw Material
Rorschach Lowenfield
Mosaic
Gerber-Presser Exec. Behavior
Gerber-Presser Enhanced EBA
Caliper
Myers-Briggs
Binet-Simon IQ
U.S. Army Alpha-Beta
Wechsler WAIS
Allport Values
Hartman Axiology/EQ
MMPI Pathology
5-Factor Theory
DiSC
Predictive Index
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…or this?
1900 1920 1940 1960 1980 2000 2010
Behavior
Woodworth (U.S. Army)
Stanford-Binet IQ
Cattell 16PF Personality
TGI Role-Based Assessment
Gerber Mosaic Figures
Personality
Intellect
…or…Performance
Components
Raw Material
Rorschach Lowenfield
Mosaic
Gerber-Presser Exec. Behavior
Gerber-Presser Enhanced EBA
Caliper
Myers-Briggs
Binet-Simon IQ
U.S. Army Alpha-Beta
Wechsler WAIS
Allport Values
Hartman Axiology/EQ
MMPI Pathology
5-Factor Theory
DiSC
Predictive Index
This?
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1900 1920 1940 1960 1980 2000 2010
Behavior
Woodworth (U.S. Army)
Stanford-Binet IQ
Cattell 16PF Personality
TGI Role-Based Assessment
Gerber Mosaic Figures
Personality
Intellect
Performance
Components
Raw Material
Rorschach Lowenfield
Mosaic
Gerber-Presser Exec. Behavior
Gerber-Presser Enhanced EBA
Caliper
Myers-Briggs
Binet-Simon IQ
U.S. Army Alpha-Beta
Wechsler WAIS
Allport Values
Hartman Axiology/EQ
MMPI Pathology
5-Factor Theory
DiSC
Predictive Index
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What you measure is what you get.
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• Coherence • Role • Teaming CharacterisKcs
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Coherence
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• A Coherent person has a well‐developed sense of self and others; seeks to contribute
• A Rigid person is self‐involved; is mo;vated to self‐protect by domina;ng/manipula;ng others
• A Diffuse person is self‐involved; is mo;vated to self‐protect by misdirec;ng aSen;on
Coherent Rigid Diffuse
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Objectives
Goals
Vision
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Plans
Rewards
Objectives
Goals
Achievement
Engagement
Vision
Synergy
Schedules
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Plans
Rewards
Objectives
Goals
Achievement
Engagement
Vision
Blame and Victimize
Synergy
Schedules
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Plans
Rewards
Objectives
Goals
Create Rivalry and Conflict
Achievement
Engagement
Vision
Blame and Victimize
Synergy
Schedules
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Plans
Rewards
Objectives
Goals
Create Rivalry and Conflict
Achievement
Engagement
Vision
Blame and Victimize
Misdirect and Deprive
Synergy
Schedules
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Plans
Confuse and Frustrate
Rewards
Objectives
Goals
Create Rivalry and Conflict
Achievement
Engagement
Vision
Blame and Victimize
Misdirect and Deprive
Synergy
Schedules
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Plans
Confuse and Frustrate
Rewards
Objectives
Goals
Create Rivalry and Conflict
Achievement
Engagement
Vision
Blame and Victimize
Misdirect and Deprive
Synergy
Schedules
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Discourage Demean
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Micromanage Manipulate
Discourage Demean
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Micromanage
Inhibit or Compartmentalize Team Synergy
Manipulate
Discourage Demean
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Micromanage
Inhibit or Compartmentalize Team Synergy
Manipulate
Discourage Demean
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Micromanage
Inhibit or Compartmentalize Team Synergy
Manipulate
Discourage Demean
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Acknowledge
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Empower Organize
Acknowledge
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Respect Acknowledge
Empower Organize
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Lead, Inspire, Engage, Integrate, Motivate
Empower Organize
Respect Acknowledge
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Empower Organize
Respect Acknowledge
Lead, Inspire, Engage, Integrate, Motivate
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Empower Organize
Respect Acknowledge
Lead, Inspire, Engage, Integrate, Motivate
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Empower Organize
Respect Acknowledge
Lead, Inspire, Engage, Integrate, Motivate
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Empower Organize
Respect Acknowledge
Lead, Inspire, Engage, Integrate, Motivate
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Empower Organize
Respect Acknowledge
Lead, Inspire, Engage, Integrate, Motivate
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Empower Organize
Respect Acknowledge
Lead, Inspire, Engage, Integrate, Motivate
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Role
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• Very different people may have the same Role • Roles align with a group’s universal needs:
– Envisioning (or inven;ng) the future – Turning ‘the Vision’ into strategies and plans – Overseeing and guiding the group – Making detailed schedules and assignments
– Following plans and geYng things done quickly
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• Different people are aZracted to different types of acKvity: – Crea;ng and building ‘community’ (team spirit)
– Iden;fying and solving tough problems
– Preserving/providing knowledge and group history – Tending to the needs of others – Searching for new possibili;es, resources, and informa;on
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Role Names
• Envisioning the future ‐ ‐ ‐ ‐ ‐ • From Vision to Strategy ‐ ‐ ‐ ‐ • Big‐picture Guidance ‐ ‐ ‐ ‐ ‐ ‐ • GeYng it done! ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ • Making detailed schedules ‐ ‐ • Crea;ng ‘community’‐ ‐ ‐ ‐ ‐ ‐ • Solving tough problems ‐ ‐ ‐ ‐ • Preserving knowledge ‐ ‐ ‐ ‐ ‐ • Tending to needs ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ • Searching for ‘treasure’ ‐ ‐ ‐ ‐
> Founder > Vision Mover > Vision Former > AcKon Mover > AcKon Former > Communicator > Conductor > Curator > Watchdog > Explorer
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• EXAMPLE: Some Roles are an excellent match to a Customer Service unit – Communicator – Conductor – Ac;on Former
• …and some Roles are NOT! – Founder – Vision Mover
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Teaming Characteristics
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• Finer detail of Role and Coherence – Incidence of a secondary Role – ‘Borderline’ Coherence measures
• Role‐fit to job responsibili;es • Management/Coaching recommenda;ons
• Cau;onary comments
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HIRED!
Finalist Candidates
Career Path
References
Knowledge/Skill
Resume
Interviews
Personality
1 2 3
" """ """ """ " "" "" "
"
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Finalist Candidates
Career Path
References
Knowledge/Skill
Resume
Interviews
Personality
Role-Based Assessment
1 2 3 Rigid; wrong Role; teaming = poor
Coherent; right Role; teaming = excellent
Coherent; wrong Role; teaming = fair
" """ " "" """ "" "" "
?" ! ! "
"
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• He has liSle interest in finding or fixing other people's problems or of actually doing things that other people want him to do. • He has liSle interest in organiza;onal tasks, which is going to keep him disorganized in both his approach and his work. • In general, this candidate is so burdened with problems that he is likely to be a high maintenance employee.
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HIRED!
Finalist Candidates
Career Path
References
Knowledge/Skill
Resume
Interviews
Personality
Role-Based Assessment
4 5 6 Coherent; right Role; teaming = excellent
Coherent; right Role; teaming = excellent
Coherent; right Role; teaming = excellent
" """ """ """ "" """ ""
""
"
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• This candidate is the type of person who can be found in the front of the group with marker in hand, developing a list of things that need to be done or important points or project benchmarks. • She is the consummate organizer. The key is that she does not organize for the present but as a way of geYng things ready for the future. Her style is one of handling many things simultaneously.
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CHI Indicators™
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Human Infrastructure: People, guiding and effecting complex processes, are the infrastructure upon which the success of the organization depends.
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• Role‐Based Assessment™ is the founda;on for the CHI Indicators™‐‐ qualita9ve and quan9ta9ve diagnos;c metrics of organiza;onal performance
• The CHI Indicators™ are a high‐value, proprietary means for targe;ng both the causes of, and cures for, organiza;onal performance problems • Coherent Human Infrastructure = ‘CHI’
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• Analyze teams by the interac;ons required to get their work done
• Assess the team members for their style of interac;on (Role) and Coherence
• Determine your ra;os – exis;ng vs. desired – to iden;fy strengths and weaknesses
• Plan and execute appropriate interven;ons • Re‐measure and recalculate acer interven;on
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Coherence Data Summary
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Role DistribuKon: AcKon Team
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• Hiring – A reliable method for selec;ng new hires from ‘the best of the best’
– Raise the performance levels of new hires EARLY – Reduce the cost of the hiring process and risks from failed hires – Improve overall business performance
• Development – Use RBA data for management and coaching – Analyze and repair team performance problems
• OpKmizaKon – Meet major HR challenges: rapid growth, M&A, downsizing/outsourcing
– Build a Coherent Human Infrastructure
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Using Role-Based Assessment
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• Pick the Role that you see best fiYng you
• Make the other three choices, then move on to your next ‘ac;ng job’
• If you feel any ;me pressure, ‘check out’ and return later to con;nue
? ?
? ?
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• UKlize a TGI Business SoluJon at No Cost – Assess 5 candidates for a current hire, or, – Assess 5 candidates for a promo;on
• Discover the RBA value‐add in a real‐world HR decision‐making situaKon – Dodge a bullet – Find an undiscovered ‘gem’ – Compare with and/or augment exis;ng forms of assessment
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But wait...there’s more!
TGI is looking for help
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• 40% of newly promoted managers and executives fail within 18 months of starting a new job Source: Manchester, Inc.
• 46% of U.S. new hires must be classified as failures within their first 18 months (fired, pressured to quit, required disciplinary action, etc.) Source: Leadership IQ
• 58% of new executives hired from the outside, fail in their new position within 18 months Source: Michael Watkins
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• 65% lie on resumes -- the key data source that we rely on to source and narrow down applicants contains untrue information more than half the time Source: The Risk Advisory Group
• Nearly two-thirds of hiring managers come to regret their interview-based hiring decisions Source: DDI
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Change Drives Opportunity
• From worker to knowledge‐worker
• Mul;‐language/mul;‐Cultural workplace
• Baby boom in decline/ ‘Gen Y’ on the rise
• Economic and technological challenges
• Outsourcing and Offshoring • Global marketplace / Global compe;;on
All demand a new way to know who will contribute, and who will not.
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• Reduce risk and cost of hiring failures • Iden;fy and develop the right people for the right jobs • Diagnose and solve organiza;onal performance problems • Improve your clients’ ROI in people!
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• Provide a compe;;ve advantage • Solve chronic people problems
• Build new areas of interac;on & trust • Improve customer loyalty and sa;sfac;on
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• Ongoing programs and content – Online cer;fica;on training – Personalized, ready‐to‐print marke;ng materials and ready‐to‐use presenta;ons
– Con;nuing educa;on and ‘sales circle’ sessions – Dedicated client services department
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TGI’s Global Mission
• Most working people spend more ‘quality ;me’ with their co‐workers than with their families
• When the workplace produces stress and frustra;on, the quality of life at home declines • Therefore: If TGI can truly make the workplace a beZer place to work, then we will also help to make the world a beNer place to live!
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Dr. Janice Presser, CEO The Gabriel InsKtute
1515 Market Street, Suite 825 Philadelphia, PA 19102
215‐825‐2500
jpresser@thegabrielins;tute.com Blog: hSp://drjanice.wordpress.com
CEO Blog: hSp://ceo2ceo.wordpress.com TwiSer: hSp://twiSer.com/DrJanice
LinkedIn Group: www.linkedin.com/groups?gid=1855357
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A New Way to Know… …how people will perform
in teams.