shaw macons assessment & development brochure

AAAsssssseeessssssmmmeeennnttt CCCeeennntttrrreee BBBrrroooccchhhuuurrreee

For Development Intervention

Of Manager’s name @

Submitted on

Date: March 06, 2017

Submitted to

Mr. _____________

President Department Head- Human Resources

Lead Assesor

Bomi Manekshaw

[email protected]

Content

1. Executive Summary … Page 3

2. The Purpose … Page 4

3. The Methodology … Page 5

4. Some of the tools used … Page 6

a. Team Activity

b. Case Study

c. In tray / In basket

d. Behavioural Event Interview (BEI)

5. The Competencies measured … Page 8

6. Participants Individual Report … Page 9

[email protected]

1. Executive Summary Purpose (Need)

It is said that 70% of an individual's development happens by taking personal learning initiatives. This development starts with measuring one's competencies in relation to the existing job role or a future job position.

Process (How)

The very behaviour exhibited in context to different tools such as Team Activities, Case Study, In basket and Behavioural Event Interview exercises in the program, form the basis of an Assessment Centre. The levels displayed by the incumbent are observed by the assessors in consonance with the decided competencies. The outcome of this is a report on the individual's specific position vis a vis these competencies for further development.

Payoff (Outcome / ROI)

Individual’s current status vis a vis specific competence are mapped for sharing as part of their (IDP) Individual Development Plan. It is expected to trigger signing up on the developmental next steps that the organization, mentor and individual desire to accomplish.

[email protected]

2. The Purpose In today's incredibly volatile, uncertain, complex and ambiguous world, organizations are hurtling forward to catch the right candidates in the war for talent. There is lesser and lesser time and resource available with the organization to train and develop their existing talent to deliver greater results. Most organizations expect their managers to contribute 20% via direct involvement in their subordinates' development and mentoring key talent. On an average, many good organizations themselves invest 10% time on every manager's development. The balance 70% has to come from the Executive and Manager him/herself as a large part of self-development. Assessment Centres are best suited for Talent Acquisition to evaluate suitability to fill a job position, Talent Development to assess gaps in competencies required vs. available for current job position and Succession Planning to identify the potential suitability for a future ready leadership pipeline. The last Client Company for which this Assessment Centre was conducted, views it's human resources development very seriously and this was best demonstrated by walking the talk using Aon Hewitt for their Senior Management. In continuation to this the Company planned to extensively put in resources and efforts for development of it's important segment of Middle Management, partnering with the ShawMacons team as part of Talent Development and Culture Change.

The Client Company’s President - Human Resources and Assistant General Manager - Human Resources had a detail conversation at this Company’s HQ with team ShawMacons (Bomi, Ankit & Ritika) describing in detail the intervention for the top management. Taking these HR initiatives forward, to the people who are back bone of the organization, in keeping with strategy and direction of the company, ShawMacons team was commissioned with running the Assessment Center for 1 day each into 4 batches for their Middle Management within a 15 day time frame.

[email protected]

3. Methodology The methodology applied in arriving at the 12 competencies assessed for each individual participant was a derivative, starting with the competencies given in the client company appraisal form while discussing with the client company team during our meeting. This team confirmed the final competencies to be incorporated for the exercise in alignment with it’s 2020 Global Guidelines and the Assessment Centre report’s out the levels displayed by them, the incumbent, as observed by the assessors in consonance with the same. In fact, the very behaviour exhibited in context to the four tools mentioned below, Team Activity, Case Study, In tray / In basket and Behavioural Event Interview exercises in the program, form the basis of this assessment against the 12 competencies defined and described later in the report. The outcome of this report is expected to trigger signing up on the developmental next steps that the organization, mentor and the incumbent will need to follow through on in order to enhance their effectiveness in the current role and future growth for better performance through this assessment. Remember, 70% of your development will have to come from their own efforts as a large part of self-development.

[email protected]

4. Tools used The focal point of most Assessment Centers is the use of simulations. The principle of their design is to replicate, so far as is possible, the key aspects of situations that an individual would encounter on the job for which they are incumbent to or being developed for. To gain a full understanding of a person’s range of capabilities, it is usually the case that one simulation is insufficient to develop a complete picture and therefore the use of multiple tools with multiple assessors.

Assessment Centers have a number of key features, essentially multiple processes, including case studies and role plays in which a group of participants take part in a variety of exercises, observed by a team of trained assessors, who evaluate each participant against a number of pre-determined, job-related behaviors.

Decisions (for development) are then made by pooling shared data by the assessors.

As an example, the Assessment Centre run by team ShawMacons for the Client Company had the following tools.

4.a. Team Activity: The Participant were given the brief to discuss the nomination for the quarterly recognition award as a member of the Executive Committee at Auto Mode Consulting Private Ltd. The ShawMacons team conducted the incumbent’s Assessment through this team activity with a focus on (not in any particular order) analytical skills, agility with foresight, change

[email protected]

management, collaborative skills, conflict management, decision making, execution skills, influencing skills, managing feedback, managing teams, planning skills and Proactiveness.

4.b. Case Study: The incumbent’s were given one of the finest Harvard Business School brief case on Clayton Industries as a Case Study with the incumbent in the role of Peter Arnell, the Country Manager for Italy. It was to bring out in the participant (not in any particular order) their analytical skills, decision making ability, planning skills and managing feedback.

4.c. In tray / In basket: The same Harvard Business School brief case on Clayton Industries was applied again with the incumbent in the role of Peter Arnell, the Country Manager for Italy with various communications in their “in tray” from emails, voice mails, a fax, “While you were out” notes to even an invitation to lunch with the Mayor … all to test their competencies (not in any

particular order) on analytical skills, conflict management, decision making, execution (skills) and planning skills.

4.d. Behavioural Event Interview: An interviewing technique which asked the incumbent to describe situations and experiences they had previously, relevant to understand their behavioural style or approach. Responses cannot be rehearsed ahead of time and therefore lend to a more credible understanding of the incumbent’s behaviour.

[email protected]

4.e. Psychometric test: (not used for this specific client) Many employers use psychometric tests as part of an overall selection process, whether at an assessment centre or during the preliminary screening stage. Psychometric tests are used to assess the abilities and personality traits of incumbents and are often completed online.

5. Competencies Measured As mentioned earlier, proficiency levels on 12 competencies (ideally it should be 7 to 10) were to be evaluated for assessment in each individual participant. These competencies are a direct derivative of the Global Competency Guidelines given in per their brief.

i. Planning Skills

ii. Execution Skills

iii. Agility (continuously adjust) with foresight

iv. Analytical Skills

v. Managing Teams

vi. Influencing Skills

vii. Collaborative Skills

viii. Conflict Management

ix. Decision Making

x. Change Management

xi. Proactiveness (Taking Initiative)

xii. Managing Feedback (eliciting and sharing)

The detailed definition (logically, components) of each of these competencies as interpreted by the ShawMacons team is given along with the Client’s individual Assessment Report that follows as a sample. Please note ShawMacons has a separate offering on Competency Mapping and developing Organizational Core Competencies using BARS as a part of it’s suit which should precede the running of an Assessment Centre.

[email protected]

6. Sample from an Individual Assessment Report

i. Planning Skills: Is the ability to …

a. Think and look beyond the present when addressing departmental needs,

b. Identify the sequence of tasks to achieve the goal, c. Set up and monitor …… d. Identify the resources ….. e. Create realistic schedules …… f. Ensure additional help ……

You are able to think beyond the present and exhibit effective prioritizing. For example, with the In Basket exercise prioritizing the emails, voice mails and invitation was handled proficiently. Your Behavioural Event Interview brought out your detailed thinking beyond the present while addressing your departmental needs. Overall you are proficient with a scope for excelling. Your BEI brought out your blind spot in your thinking that you’d created a realistic schedule but came up with bumps because of lack of team buy in. The Team Activity and Case Study brought out the opportunity to improve in creating realistic schedules by involving your team creating a buy in during your decision making process.

[email protected]

ii. Analytical Skills:

a. Asking the "right" questions to size up or evaluate situations, b. Dividing complex problems or tasks into components/parts for

further analysis, c. Analyzes issues and reduces …… d. Identifies patterns in conflicting …… e. Effectively interpret and analyze data ….. f. Evaluates the integrity and ….. g. Determines important parameters or ….. h. Prioritizes various actions to be …..

You are effective at dividing the components of a complex problem as indicated several times in your Team Activity, In Basket and Behavioural Event Interview exercises. Overall you are effective with a scope for being efficient and thereby excelling. The Case Study Analysis was limited to “Union & Politics”, “Absorption chillers “and cost cutting and In Basket brought out your opportunity to improve by being open to new suggestions. You must build effectiveness in interpretation and analysis of information from several sources to arrive at logical conclusions.

[email protected]

iii. Decision Making:

a. Exercises good judgment by making sound and informed decisions.

b. Does not lose sight of the big ….. c. Asks for additional information when ….. d. Shows insight into the root cause of ….. e. Remains calm when making ….. f. Prepares for potential problems and ….. g. Determines where actual results differ from ….. h. Generates probable solutions with ……

During the Case Study you demonstrated Good possible decision on “Absorption Chillers” but did not see through the implementation. In the BEI you did not loose sight of the big picture while negotiating with the S&S agency for recovery. And, you showed insight in getting to the root cause while preparing potential opportunities to get to the desired results. In the In Basket you needed to be open to suggestions though you actually showed you were getting quite flustered with the exercise. Overall you are proficient in decision making with an opportunity to build openness to inputs from others.

[email protected]

iv. Collaborative Skills:

a. Enhancing the knowledge and skills of others, b. Providing constructive ….. c. Creates a work environment that ….. d. Use all planned and unplanned meetings ……

You tend to be prompt and decisive. Delegate effectively and show willingness to give constructive feedback as well as create the environment to foster positive feedback. Yet you provide feedback only when you are absolutely certain and therefore miss opportunities to improve the feed forward process. Your explanation and acknowledgement during the BEI conversation on goal setting with your team is one such example. Overall you are effective in collaborating with a scope for improvement with taking in the opinion of your subordinates and peers for you to excel.

[email protected]

v. Agility (continuously adjust) with foresight: Your ability to …

a. Quickly learn new ways of performing his/her job, b. Work effectively with new people and new teams, c. Flexibility and openness to work ….. d. Adaptability to novel, dynamic, and ….. e. Adjusting priorities to changing ….. f. Foresight to see ahead clearly, being ….. g. Anticipating the future trends and ….. h. Anticipating the consequences ….. i. With a broad knowledge and …..

You demonstrated in the BEI your flexibility to shift in to a new role from QM to Service with your plan to change the shape of Sales & Service performance. The foresight to adapt novel, dynamic and changing situation requiring creative solutions. Overall you show considerable expertise in managing with agility including anticipation of the consequences of your actions.

[email protected]

vi. Execution Skills: In which you …

a. Set high standards on performance, b. Implement plans with ….. c. Accomplishes goals on schedule ….. d. Demonstrate a well-organized and timely ….. e. Follows-up and do course …..

You demonstrated in the BEI setting your own performance standards with a well-organized and timely approach to deliver results. You’ve also shown the ability to be well organized and demonstrate a timely approach to achieve desired results with optimum resources … but the opportunity to follow through and do course corrections are areas for improvement. In the In Basket exercise your overall execution was found to be quite good. Yet you need to focus on positivity. Overall you have proficiency bordering on the potential to be an expert once you master the art of follow up with due course corrections.

[email protected]

vii. Influencing Skills: In which you …

a. Communicate ideas persuasively, b. Keep the attention of ….. c. Put your points across clearly ….. d. Develop a line of reasoned ….. e. Explain effectively the benefits of …..

This is your most vulnerable area that overall needs development. You show clarity in your thought process but need to build assertiveness to communicate your ideas persuasively while holding attention of your colleagues to explain the advantages and benefits more effectively. Must get coaching and mentoring learn to overcome your hesitation to put your point across concisely and clearly. With this first step in identifying your opportunities for development, we look forward to your active development with The Client Company.

Thank You,

Bomi Manekshaw Executive Board Member Shaw Macons

2.5

0

0

2.5

2.50

0 0.5 1 1.5 2 2.5 3

Team Activity

In-basket

Case Study

BEI

CONSENSUS

Influencing Skills

shaw macons assessment & development brochure

Leadership & Management