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Using Personality Trait Assessments for Hiring & Developing Talent

Tina Smagala610 Main Street | Suite 100 | Buffalo NY 14202 | www.rvrhodes.com Tsmagala@rvrhodes.com

Buffalo Office: (716) 845-5548 | Rochester Office: (585) 721-6538

QUEST Rochester’s HR NetworkApril 20, 2011

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Employee Engagement

“Engagement means a deep connection between who the person is and what the

person does. Engaged employees do not do their jobs because they are paid or

because it's their responsibility - even though, of course, we all must make a living

and we all have responsibilities.

Instead, engaged individuals work because they breathe. They do their jobs because that is who they are. And because their personal and professional personas are deeply and closely tied,

their jobs do become personal.”

Cristina Wildermuth, Ed.D., SPHRAssistant Professor at the School of Education

Drake University

Right Selection

Right Development

Employee Engagement

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2011 Top HR Concerns

Union issues

Labor shortages

Labor costs

Lack of funding

Health care cost increase

Cost of benefits in general

Becoming a business partner

Succession planning

Employee satisfaction

Employee development

Finding the right talent

Leadership development

Employee engagement

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

9.00%

12.00%

12.50%

17.30%

18.70%

20.00%

27.70%

33.40%

36.80%

42.20%

49.30%

51.50%

52.90%

Cristina Wildermuth, Ed.D., SPHRMarch 20, 2011 Survey via Linked: HRWhat are your top 2011 concerns? 642 HR professionals participated the survey.http://www.linkedhr.net/content/what-are-your-top-concerns-2011

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What You See Is Not What You Get

Personality Infrastructure

Values & Beliefs

Emotional Intelligence

Cognitive Ability

Experience

Behaviors

Performance

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Our Favorite Assessments

Personality InfrastructureValues & Beliefs

Emotional Intelligence

Cognitive Ability

Past Experiences

BehaviorsPerformance

Workplace Big Five Profile 4.0 ®StrengthsFinder 2.0 ®

DiSC ®

360 Degree Surveys

Watson GlaserCritical Thinking Appraisal®

Emotional Competency Inventory® & 360 Degree Surveys

Behavior-Based Interviews & Reference Checks

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Validity in Predicting Job Performance

Interview Only

Years of Experience

Background Checks

Include Supervisors

Personality Tests

Behavioral Interviews

Work Sample Tests

Job Fit Analysis

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8

0.12

0.16

0.23

0.32

0.41

0.42

0.45

0.68

Source: CareerXact (2004)

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POTENTIALWhat does an individual have the capacity to do?

Low Medium High

PERFORMANCEWhat do others

actually see or

perceive?

. Low Medium High

Effective PerformerHas overcome significant

competency gaps to exceed performance expectations.

Solid PerformerAble to demonstrate most

leadership competencies to exceed performance

expectations.

Top PerformerNaturally possesses desired leadership competencies and

exceeds performance expectations. Has significant

potential for growth.

Stable ContributorHas significant competency gaps

which may result in average performance. Could have limited

potential for growth.

Emerging ContributorCapable of demonstrating

leadership competencies but could be more successful in

applying them to exceed expectations.

Natural ContributorNaturally possesses desired leadership competencies but could be more successful in

applying them to exceed expectations.

MismatchHas significant competency gaps

which may be driving low performance. Most likely has limited potential for growth.

QuestionableCapable of demonstrating many

leadership competencies but may lack the ability to apply them to

meet expectations.

CapableNaturally possesses desired

leadership competencies but is not successfully applying them

to meet expectations.

Job Fit Analysis

Hiring the Right Talent

Assess business needs.

Profile what you expect the person to do and how you expect him or her to be.

Use the right recruiting sources, interview, reference check process, and job-fit analysis.

Hire the right person for the job.

Assess

Design

Build

Install

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Design Job Profile

•Select Sort Team

•Discuss Job Requirements

•Sort the Cards

•Prioritize the Cards

•Recheck the Outcome

•Compile the Results

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Workplace Big Five Profile 4.0

• Personality Trait Assessment

• Created in 2001 by Centacs

• Most valid and reliable personality assessment *

• 5-Factor Model of Personality– 5 Primary Traits & 23 Secondary Traits– 54 Workplace Competencies

• 10-15 min. online assessment – 107 questions – likert scale response from strongly agree to strongly disagree

• Applications– Competency Development– Talent Selection– Succession Planning– Leadership Development– Team Building– 1:1 Coaching

*Center for Creative Leadership now endorses and uses WB5P instead of MBTI

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Worry

Intensity

Interpre- tation

Rebound Time

NNeed for Stability

Warmth

Sociability

Activity Mode

Taking Charge

Trust of Others

Tact

E

Imagination

Complexity

Change

Scope

O

Others’ Needs

Agreement

Humility

Reserve

A

Perfectionism

Organization

Drive

Concentration

Methodicalness

CExtraversion Originality Accommodation Consolidation

Workplace Big Five Profile 4.0

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Comparing WB5P & MBTI

Workplace Big 5 Profile Myers-Briggs Type Indicator

5-point likert scale Ipsative – forced choice response

Scores are provided along a bell-curve, normal distribution

Scores categorize individuals into type groups – bi-modal distribution

Measures the 5 primary dimensions of personality

Measures 4 primary dimensions of personality – doesn’t measure stress tolerance

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WB5P Benefits

Validates what you know about yourself

Determines whether or not you are utilizing your strengths at work

Enhances team effectiveness

Enhances leadership effectiveness

Enables targeted development – invest your training budget wisely

Create a talent development framework based on competency model

Helps you hire the right person for the job

Helps you fill your talent pipeline with the right people

Drives employee engagement

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PERFORMANCE POTENTIAL OUTCOME STRATEGY

High High Strength Capitalize

High Low to Medium Opportunity Caution

Low High Opportunity Develop

Low Low Deficiency Compensate

Medium Medium Opportunity Support

Capitalize on Strengths Develop & Support Opportunities Compensate for Deficiencies

Talent Optimization Strategy

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Optimizing Strengths

Workplaces that focus on employee strengths have:

_________ % of employees engaged

_________ % lower turnover

_________ % higher profitability

_________ % of workers say they use their strengths every day

Teams that focus on strengths are:

________ % more productive

Top performing teams have strengths in four distinct areas: executing, influencing, relationship building, strategic thinking.

12.5

73

32

14.9

8.9

16

70/20/10 Development

Experiences

• Challenging experiences that develop new competencies• Try a new task• Lead a meeting• Participate on cross-

functional project• Take on a short-term

stretch assignment• Rotate to different

department or location

• Train a new team member

• Give a presentation

Exposures

• Creating awareness and relationships by working with others• Get coached by your

boss• Review assessment

with a coach• Interview an expert• Shadow a high

performer• Work with a mentor• Work on a project

with peers• Attend outside

networking event

Formal Learning

• Building new skills through formal training• Take a class• Read a book• Complete an online

learning module• Go to an outside

seminar• Get a degree

through a University program

Developed by Morgan McCall, Robert Eichinger & Michael Lombardo from Center for Creative Leadership in the 1980’s