An Examination of Assessment Center Quality
|
|
- Rosaline Skinner
- 6 years ago
- Views:
Transcription
1 An Examination of Assessment Center Quality 1
2 Assessment Centers Remain a Preferred Method for Leadership Assessment and Development For many years assessment centers have been identified as the preferred means to identify development issues for future leaders and to select candidates for leadership positions. An assessment center can be defined as an assessment process where candidates participate in multiple simulations while being observed by two or more trained observers and are evaluated on a number of dimensions or competencies relevant to the position. For purposes of clarity, we will refer to centers used for selection as assessment centers, and those for development as development centers. Two branches of the United States Government, The Office of Personnel Management and the Department of Labor, both recommend assessment centers in these different capacities. There is a reported resurgence of the use of assessment centers as a response to the economic downturn in 2008 and the resulting increased supply of labor and fewer job openings. In fact an article in the journal, Workforce Management (2009) identified the area of assessment centers as a growth market for many management development consulting firms, with many companies entering the market to satisfy the need. Therefore, compelling questions for the leadership development practitioner becomes, how do you determine the quality of an assessment center and its value to a company? How do you determine the quality of an assessment center and its value to the company? If you were buying a car you might kick the tires, look under the hood, or take it out for a test drive. If you were buying a big screen TV you might look at a floor model or check for online, independent, third-party consumer ratings and testimonials. Even a standardized training program would have some obvious means for assessing quality. You could request to look at previous training evaluations, contact references or see if any articles have been published on its effectiveness. Unfortunately, many of these evaluation strategies are not feasible or available to determine the quality of an assessment center, and most of the published literature focuses on validity and reliability concerns, which while very important, focus solely on a narrow aspect of the overall quality issue. There have been several attempts to codify best practices in assessment center design and administration in the United States (1989, 2000) and internationally (2009). scitrain Assessment Centers meet or exceed all of the standards in the Guidelines and Ethical Considerations for Assessment Center Operations published by The International Task Force on Assessment Center Guidelines. 2
3 We know from studies performed on leadership development centers that a number of factors outside of validity and reliability impact the overall effectiveness of a center. Many of these factors are influenced by the assessment center design and administration but occurred after the center has concluded. These include but are not limited to such phenomenon as feedback acceptance, self-efficacy or self-confidence, career motivation, perceived manager and organizational support, and development plan completion. Articles by Jones and Whitmore (1992, 1995) identify the power of these factors in predicting outcomes such as performance and promotion. At scitrain we strongly support the view that validity and reliability are minimal and necessary conditions for determining quality, but we also take a more comprehensive view to the issue of quality. This whitepaper will outline the scitrain approach to assessment center quality, present a quality model, and discuss research on its products and services. This model states that assessment center quality is determined by four dimensions: Relevance - customized and tailored to the company and the role, containing meaningful, realistic, and engaging simulation content engineered by: identification of competencies and critical success factors translation of competencies to behaviors: a micro analysis of behavior-level indicators and descriptors by competency design of exercises to engage, elicit, and measure targeted competencies review of exercises by internal and external subject matter experts Relevance Expertise Interaction Structure The scitrain Quality Model Structure - structured observation and assessment administration process created by: a methodical, documented assessment center administration process development of behavioral note taking and scoring methodologies calculation and design of formulas and summary data schema documentation of all aspects of the center in manuals Assessor expertise - highly experienced, trained assessors, who consist of external observers, internal decision makers, and internal HR leaders, accomplished by: targeted identification and selection of potential external and internal assessors where possible, a mix of internal and external perspectives behavioral observation assessor training, and assessment center orientation use of pilots, dry runs, and rehearsals facilitation of calibration and consensus sessions 3
4 Interaction - open and transparent two-way communication with participants, with an emphasis on respect and empathy established by: the value of creating trust, credibility, and self-confidence of participants transparency of the experiences understanding the scoring process preparing feedback at the behavioral level understandable, thorough feedback reports timeliness and immediacy of feedback When all four of these aspects of quality are present in a center, this leads to successful outcomes. The scitrain Quality Success Model 4
5 Prediction - this is an important outcome for assessment centers used for selection purposes. Statistically this would be referred to as criterion-related validity. Criterion-related validity is a method of establishing the validity of an assessment center by showing a substantial relationship between the assessment center scores and job performance scores, promotions, or other desirable organizational outcomes. scitrain has conducted criterion related validity studies and found that its centers predict promotability. A study with one of its largest clients involving 88 executives found that every aspect of the center predicted promotability at a statistically significant level.* A follow-up study conducted with the company s senior managers found that one year after the candidate s placement in the position, every manager selected was performing well in his or her position. Accuracy - this is important for both selection and development centers. For selection purposes, if the ratings are not accurate, they will not be predictive of organizational outcomes. Accuracy is also important for development centers. Inaccurate ratings can misidentify development strengths and mask development weaknesses. Accuracy can be associated with the overall fidelity of the assessment center. From a validation perspective, accuracy is most closely related to construct validity. Construct validity can be defined as the relationship between the measures of an assessment center and the underlying concepts and constructs it claims to measure. For example, if the center is intended to measure leadership abilities, do the assessment center measures actually measure underlying concepts of leadership? scitrain has conducted a construct validity study on a large client s Leadership Potential Center involving 100 emerging leaders and found that the center strongly supported Authentic Leadership Theory, which is closely aligned with the company s values and culture. Fairness - this is important for centers that have either development or selection objectives. Fairness in the center context can be defined as a participant s perception that simulations are an accurate representation of what would be required for the position, and that every participant is treated the same way, exposed to the same challenges and potential stressors, and provided with the same opportunities to demonstrate his/her potential. scitrain Assessment Centers promote perceptions of fairness through relevance of the simulations, standardization of the processes, and transparency of the assessment process and feedback the participants receive. 5
6 Feedback Acceptance - this is primarily important for development centers. Studies by Jones and Whitmore (1995) and others have found that in order for development to occur as a result of a development center, the feedback needs to be understood and accepted by the participant. Their study found that feedback acceptance is critical to participants following through with the recommendations in a meaningful way. They also found that managers and the organization are less likely to support development if they feel that the participant does not embrace the feedback. The transparency in scitrain s assessment process and the immediacy in the delivery of feedback help participant to understand the feedback and make it easier to accept constructive feedback. scitrain s Assessment Center process focuses a great deal of attention and time to the feedback process helping to promote a candidate s positive reaction to the feedback. Career Motivation - It is important that participants finishing a development center feel motivated to develop. For a development center, this is achieved by helping the candidate feel self-confident in their abilities to develop and the ease and understanding of translating the feedback information into meaningful development goals and actions. scitrain Development Centers promote career motivation by incorporating a future career focus to the center, providing participants with a clear guide to competencies they need to develop, and identifying meaningful development actions. scitrain s value of treating every participant with respect and empathy promotes a participant s feelings of self-confidence and self-efficacy. scitrain s commitment to quality ensures Assessment Centers produce results that are both statistically significant and meaningful to the organization and to leaders careers. A wise investment in a high-quality assessment center does accelerate the development and placement of strong leaders. Going back to our car quality analogy, companies who make this investment will put their leadership development programs in the fast lane and make sure that their high-potential leaders are driving in the proper direction to develop the right set of competencies in time to ensure future success. *A technical report on scitrain s validation studies may be requested by contacting Dr. Mark Whitmore, Chief Scientist, at mark.whitmore@scitrian.com. 6
7 References Assessment Centers. Personnel Assessment and Selection Resource Center, The U.S. Office of Personnel Management (website, Testing and Assessment: An Employer's Guide to Good Practices. (2000). Washington, DC: U.S. Department of Labor, Employment and Training Administration. Note: Article can be accessed at The International Task Force on Assessment Center Guidelines. (2009). Guidelines and Ethical Considerations for Assessment Center Operations. International Journal of Assessment and Selection. vol. 17, no. 3, pgs Jones, Robert G. & Whitmore, Mark D. (April, 1992). When will feedback from an assessment center make a difference in people s careers? In Employees reactions to alternative sources of development feedback. Symposium conducted at the Convention of the Society of Industrial and Organizational Psychologists. Jones, Robert G. & Whitmore, Mark D. (1995). Evaluating Developmental Assessment Centers as Interventions. Personnel Psychology. Vol 48, pgs Rafter, Michelle V. (2009) Assessment providers scoring well. Workforce Management. Vol. 88(1), pgs
BEST PRACTICES IN Talent Management Article Title Format
SCHOONOVER ASSOCIATES WHITE PAPER BEST PRACTICES IN Talent Management Article Title Format SCHOONOVER ASSOCIATES, LLC. 2015 Dr. Stephen C. Schoonover President, Schoonover Associates, LLC Contents Executive
More informationTelephone Assessment Programs: A Low Tech Approach to High Quality Assessment. Matthew Dreyer IPMAAC 2004
Telephone Assessment Programs: A Low Tech Approach to High Quality Assessment Matthew Dreyer IPMAAC 2004 Why Do We Care About Low Tech? Not Luddites or technophobes! Computer Based Testing, Web-Based Testing,
More informationLauren Killion, Sr. Consultant - OE Gretchen Lumsden, Sr. Mgr OD Michele Merkel, Sr. Mgr TM
Lauren Killion, Sr. Consultant - OE Gretchen Lumsden, Sr. Mgr OD Michele Merkel, Sr. Mgr TM Who We Are Largest home improvement retailer in the world #33 on U.S. Fortune 500 2,260 stores 300,000+ associates
More informationSCHOUTEN RESEARCH ENGAGEMENT SURVEYS
SCHOUTEN RESEARCH ENGAGEMENT SURVEYS High-value services plays an increasingly important role in our economy. The importance of human capital is therefore also growing. Highquality human capital. Several
More informationAssessing Critical Competencies for Senior Managers and Executives
David M. Pollack Director, Research and Development Branch Office of Human Resources and Development U.S. Immigration and Naturalization Service IPMAAC Conference Newport Beach, CA June 12, 2001 Research
More informationCompetency Modeling. APTMetrics
Competency Modeling APTMetrics Competency Models Impact on Talent Management Assessment & Selection Workforce Planning Competency Models Succession Planning Learning & Development Performance Management
More informationH U M A N R E S O U R C E S M A N A G E R
DESCRIPTION OF WORK: H U M A N R E S O U R C E S M A N A G E R Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human
More informationMEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE
MEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE Employee engagement is the extent to which employees are motivated to contribute to organizational success and are willing to apply discretionary
More informationCreate Great Performance
20010 APTMetrics, Inc. Create Great Performance How to Manage Talent in Concert With Strategic Goals A Performance Management ebook from APTMetrics INTRODUCTION Performance Management (PM) is the process
More informationHR Metrics that Matter
HR Metrics that Matter A White Paper by: Copyright Contact Information: 770-667-9071 800-246-8694 HR Metrics that Matter What is the role of HR in the organization? What factors do you consider when establishing
More informationThe Seven Areas of Responsibility of Health Educators Area of Responsibility I: ASSESS NEEDS, ASSETS AND CAPACITY FOR HEALTH EDUCATION COMPETENCY
The Seven Areas of Responsibility of Health Educators Area of Responsibility I: ASSESS NEEDS, ASSETS AND CAPACITY FOR HEALTH EDUCATION COMPETENCY 1.1. Plan Assessment Process 1.1.1 Identify existing and
More informationStrategic Succession Planning UNITED STATES OFFICE OF PERSONNEL MANAGEMENT
Strategic Succession Planning UNITED STATES OFFICE OF PERSONNEL MANAGEMENT You shouldn't be leading an organization if you don't see the world as a better place. President George W. Bush Constitution Hall
More informationPERFORMANCE MANAGEMENT ROADMAP
PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize
More informationCreating a Professional Development Action Plan Using the ATD Competency Model
Creating a Professional Development Action Plan Using the ATD Competency Model Jennifer Naughton ATD Senior Director Competencies & Credentialing jnaughton@td.org 05/11/15 ATD Association for Talent Development
More informationTRENDICATORS BEST PRACTICES REPORT HELPING MANAGERS TAKE ACTION ON SURVEY RESULTS
TRENDICATORS BEST PRACTICES REPORT HELPING MANAGERS TAKE ACTION ON SURVEY RESULTS Employees with managers who take action on survey results are TWICE AS LIKELY to recommend their organization as a great
More informationDeveloping & Pilot-Testing an Assessment Tool on Student Outcome The Service-Learning Self-Efficacy Scale on Program Planning Competencies (SL-SEPP)
Developing & Pilot-Testing an Assessment Tool on Student Outcome The Service-Learning Self-Efficacy Scale on Program Planning Competencies (SL-SEPP) Su-I Hou The University of Georgia Abstract Purpose:
More informationInterview Tools for Common Job Clusters for the Behavioural Competencies
IV 72 This tool provides a selection of sample behavioural questions for the Behavioural Competencies and proficiency levels relevant to the Supervision competency profile. It also includes the procedures
More informationAon s Assessment Solutions. Empower results with our Talent, Rewards & Performance expertise
Aon s Assessment Solutions Empower results with our Talent, Rewards & Performance expertise An organization that strives to be elite requires an extraordinary workforce. This means hiring the right candidates,
More informationHow Often Should Companies Survey Employees?
How Often Should Companies Survey Employees? Emerging Trends and Practical Considerations. 2017 Perceptyx, Inc. 28765 Single Oak Drive, Suite 250, Temecula California 92590 951.676.4414 www.perceptyx.com
More informationHR Excellence. Confederation of Indian Industry
HR Excellence HR Excellence Assessment Model 2010 Leadership Broad Parameters Human Resource Strategy HR Management & Processes People Knowledge & Competencies People well being & engagement Results Perception
More informationEFCOG BEST PRACTICE: CONTRACTOR ASSURANCE SYSTEM EFFECTIVENESS VALIDATION. John A. McDonald, ,
EFCOG BEST PRACTICE: CONTRACTOR ASSURANCE SYSTEM EFFECTIVENESS VALIDATION Facility: Point of Contact: DOE laboratory partners and contractors subject to Contractor Assurance System requirements John A.
More informationThe Assessment Center Process
The Assessment Center Process Introduction An Assessment Center is not a place - it is a method of evaluating candidates using standardized techniques under controlled conditions. These techniques offer
More informationjcaglobal.com HELPING YOU TO BECOME AN EXPERT IN EMOTIONAL INTELLIGENCE Emotional Intelligence in Business
jcaglobal.com HELPING YOU TO BECOME AN EXPERT IN EMOTIONAL INTELLIGENCE Emotional Intelligence in Business CONTENTS About JCA Global Accreditation Pathway Emotional Intelligence Profile Team EIP Leadership
More informationImproving the Employee Experience
BESTPLACESTOWORK.ORG 2014 BEST PLACES TO WORK IN THE FEDERAL GOVERNMENT ANALYSIS Improving the Employee Experience What agencies and leaders can do to manage talent better When asked in a federal survey
More informationAn Organizational Analysis of Leadership Effectiveness and Development Needs
An Organizational Analysis of Leadership Effectiveness and Development Needs Prepared For ABC Company (Standard Survey) 23 June 2009 2009 Center for Creative Leadership. All Rights Reserved. TABLE OF CONTENTS
More informationLeadership Judgement. Introducing: What is it? Why is it important? How do you measure it? How do you assess it? How do you improve it?
Leadership Judgement What is it? Why is it important? How do you measure it? How do you assess it? How do you improve it? Introducing: The Leadership Judgement Indicator The Leadership Judgement Assessor
More informationDriving individual engagement. How to revolutionise the way you motivate and engage your employees
Driving individual engagement How to revolutionise the way you motivate and engage your employees Focus on the individual Creating a team of individuals who possess the right mix of job capabilities and
More informationRECRUITMENT.
www.tbsminingsolutions.com RECRUITMENT ABOUT US TBS Mining Solutions Pty Ltd is a unique global service provider in the mining industry. Our globally experienced personnel are dedicated to ensuring our
More informationCompetency Assessment and Handling Post-Assessment Centre Data
Competency Assessment and Handling Post-Assessment Centre Data Ghaziabad Seeta Gupta, Ph.D. ABSTRACT Competency Assessment and Handling Post Assessment-Centre Data The increasing popularity of the Assessment
More informationExecutive Coaching. Jessica Martin Coaching Navigating your pathway to success
Executive Coaching Jessica Martin Coaching Navigating your pathway to success What Is Coaching? Goal-oriented, forward focused and positive. It is not counselling! The premise is the client is already
More informationHow HR Can Add Value?
How HR Can Add Value? Today, no market is more competitive than the market for employees. The challenge for organizations is not only to make potential employees aware of their company as a good place
More informationPario Sample 360 Report
Pario Sample 360 Report Pario 360 Feedback Personal Development Feedback Report Chris Case-Study Report Compiled 16th May 2011 Note: This report does not include the table that compares mean ratings of
More informationPrinciples for Predictive Analytics in Child Welfare
Principles for Predictive Analytics in Child Welfare DECEMBER 2017 Authors and Acknowledgments Authors Chris Scharenbroch, NCCD Kathy Park, NCCD Kristen Johnson, Ph.D., University of Minnesota, Department
More informationCompetencies. Working in Partnership. Creativity and Innovation Organisational and People Development
Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical
More informationJOURNAL OF INTERNATIONAL ACADEMIC RESEARCH FOR MULTIDISCIPLINARY Impact Factor 2.417, ISSN: , Volume 3, Issue 9, October 2015
PERFORMANCE MANAGEMENT OF LIBRARY PROFESSIONALS IN MEDICAL COLLEGE LIBRARIES IN DAKSHINA KANNADA DISTRICT- A STUDY PUSHPALATHA. K* T.Y. MALLAIAH** SHILPA KUMARI JAI*** *Assistant Librarian, Mangalore University
More informationLesson 6: Evaluating Performance
Lesson 6: Evaluating Performance (2) Learning Objectives Upon completion of this lesson, you will be able to: Recognize important facets of the Evaluating Phase. Describe how employees inputs benefit the
More informationEffective Talent Identification and Selection - the benefits and uses of assessment centres
Effective Talent Identification and Selection - the benefits and uses of assessment centres Benefits of Assessment Centres Extensive research has shown that well designed and delivered selection Assessment
More informationGUIDE TO EMPLOYEE ENGAGEMENT
the essential GUIDE TO EMPLOYEE ENGAGEMENT Better business performance through staff satisfaction Sarah Cook KOGAN PAGE London and Philadelphia Contents Preface ix 1. What is employee engagement? 1 What
More informationASSESSMENT CENTERS AND SITUATIONAL JUDGMENT TESTS 1
This article appeared in the March 2010 issue of the PTC/MW Quarterly Newsletter, Vol. VI, No.1, pp 13-15 (Personnel Testing Council-Metropolitan Washington DC, www.ptcmw.org). ASSESSMENT CENTERS AND SITUATIONAL
More informationBeyond the First 90 Days
RESEARCH STUDY Executive Selection and Integration Beyond the First 90 Days WHAT WE THINK RHR and RHR INTERNATIONAL and all related logos are trademarks or registered trademarks of RHR International LLP.
More informationWake County Public Schools
Implementation Drivers: Selection Competency Drivers are the activities to develop, improve, and sustain a practitioner s ability to put a program into practice so that families and children can benefit.
More informationVITAL SIGNS. MEASURING the Drivers of Organizational Effectiveness
VITAL SIGNS MEASURING the Drivers of Organizational Effectiveness BLUEGG 2015 70% of organizational change efforts fail - primarily due the people side. How do you develop the insight to stay in the 30%?
More informationASSESSING JUDICIAL BRANCH EDUCATION GOVERNANCE
ASSESSING JUDICIAL BRANCH EDUCATION GOVERNANCE GOVERNANCE: Experienced Level Content National Association of state judicial educators This is a summary of the content in this curriculum design. A. Governance
More informationDevelop and support our staff to enhance productivity: Leadership can be demonstrated at any level. Value: Competency: Fundamental Competencies
2 Develop and support our staff to enhance productivity: Our success depends on our greatest asset, our staff, and ensuring they work in a nurturing and productive environment where they can acquire and
More information2. Ofqual level 6 descriptors
Learning Outcomes and Assessment Criteria The learning outcomes and assessment criteria for the Chartered Manager Degree Apprenticeship have been based upon the following: 1. DfEdefinition - level 6 descriptor
More informationAn Introduction to Accountability
July 2018 An Introduction to Accountability Implementation: A Preface to the Operations, Performance Standards, and Evaluation Resources THE COUNCIL OF CHIEF STATE SCHOOL OFFICERS The Council of Chief
More informationSTAFF ANNUAL PERFORMANCE EVALUATION
STAFF ANNUAL PERFORMANCE EVALUATION Employee Name: Position Title: Department: Supervisor: Performance Year: Manager: Performance Competencies JOB COMPETENCY Supervisor Instructions: Please rate the employee
More informationThe Boardroom DEVELOPING SALES LEADERS.
Developing Sales Leaders The Boardroom are a best practice sales and sales leadership Assessment and Development Programme, providing high value client-centric solutions to companies from all sectors across
More informationExecutive Director Evaluation
Executive Director Evaluation From the National Center for Nonprofit Boards Introduction By failing to adequately evaluate the chief executive, many nonprofit boards miss an opportunity to express support
More informationEmbedding High-Performance Culture through New Approaches to Performance Management and Behavior Change
Embedding High-Performance Culture through New Approaches to Performance Management and Behavior Change Elaine D. Pulakos, PDRI a CEB Company Alan Colquitt, Eli Lilly and Company Sharon Arad, Cargill Session
More informationEmployer Brand from the Top. discussion Summary
The Human Age Series Individual Choice Employer Brand Driving Engagement from the Top thursday 10 th july 2014 discussion Summary Introduction The Human Age Series is a calendar of quarterly events created
More informationPORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY
PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY January 2013 Overview Portland Public School District (the District or PPS) contracted with AKT to create a new vision and values for their
More informationBuild the Talent Pipeline: A Four Step Guide to Implementing Succession Planning. Karen N. Caruso, Ph.D.
Build the Talent Pipeline: A Four Step Guide to Implementing Succession Planning Karen N. Caruso, Ph.D. Build the Talent Pipeline: A Four Step Guide to Implementing Succession Planning Succession Planning
More informationSFIA Accredited Consultant
CONTEXT Typically works as an external consultant (independently or for a SFIA partner organisation). May work as an internal consultant within a large / complex user organisation. PURPOSE To advise organisations
More informationPosition Specification. Karges-Faulconbridge, Inc. Project Executive Industrial Location: St. Paul, MN
Karges-Faulconbridge, Inc. Project Executive Industrial Location: St. Paul, MN March 2017 POSITION SPECIFICATION Position Organization Location Reporting Relationship Website Project Executive - Industrial
More informationSELF-ASSESSMENT FOR PROFESSIONAL GROWTH UMass Lowell Community Psychology Practicum
SELF-ASSESSMENT FOR PROFESSIONAL GROWTH UMass Lowell Community Psychology Practicum Name: Date: This evaluation instrument is designed to help emerging community psychologists identify their own strengths
More informationWhite paper. Assessing and Developing Potential. Introducing Capp Development Solutions
White paper Assessing and Developing Potential Introducing Capp Development Solutions CONTENTS 3 INTRODUCTION 4 PART ONE: WHAT IS POTENTIAL? 5 PART TWO: DEVELOPING POTENTIAL 6 ON-BOARDING 7 PERFORMANCE
More informationPRICE Cost Analytics
PRICE Cost Analytics for Supplier Assessment PRICE Cost Analytics Predictive Power for Supplier Assessment Everything we do is to challenge the status quo and think differently by making our products uncommonly
More informationPerformance Management Readiness
Performance Management Readiness How to Assess Your Organization s Foundation for Performance Management 1 Susan Hostetter U.S. Census Bureau Washington, DC, USA Jim Miller The MITRE Corporation McLean,
More informationThe 360-Degree Assessment:
WHITE PAPER WHITE PAPER The : A Tool That Can Help Your Organization Maximize Human Potential CPS HR Consulting 241 Lathrop Way Sacramento, CA 95815 t: 916.263.3600 f: 916.263.3520 www.cpshr.us INTRODUCTION
More informationIC Annual Employee Climate Survey. Survey Results Office of the Intelligence Community Chief Human Capital Officer (CHCO)
IC Annual Employee Climate Survey March 2007 Survey Results Office of the Intelligence Community Chief Human Capital Officer (CHCO) 1 Background In October 2006, the Director of National Intelligence conducted
More informationAHRI Model of Excellence
AHRI Model of Excellence The AHRI Model of Excellence is a graphic representation that combines what HR practitioners should know, what they are expected to do and what their peers expect them to be in
More informationBuilding Great Talent Managers: The 4+2 Model
Building Great Talent Managers: The 4+2 Model It s a rare individual who can architect, build and execute talent strategies that actually drive business results. We describe the six factors that differentiate
More informationResearch Report: Forget about engagement; let s talk about great days at work
Research Report: Forget about engagement; let s talk about great days at work May 2017 What does engagement mean? And what exactly does an engaged employee look like? There are many different conceptual
More informationThe Engagement Factor:
The Engagement Factor: An Independent Insurance Agency Employee Engagement Study Project Sponsored By: Project Conducted By: Lead Researcher: J. Lee Whittington, PhD The Engagement Factor: Independent
More informationLeaders who cultivate characteristics of hardiness within their organizations
Leaders who cultivate characteristics of hardiness within their organizations ABOUT The Hardiness Resilience Gauge (HRG ) is grounded in over 30 years of research and development and provides valuable
More informationWant to be an Effective Leader? Give Transformational Leadership a Try Aisha Taylor, Ph.D
Want to be an Effective Leader? Give Transformational Leadership a Try Aisha Taylor, Ph.D Manager, Licensure and Certification CPS HR Consulting Overview Why Transformational Leadership? - Research findings
More informationGDC staff survey 2015
Item # Item 16 Council 3 March 2016 GDC staff survey 2015 Purpose of paper Action Corporate Strategy 2016-19 Business Plan 2016 Decision Trail Recommendations Authorship of paper and further information
More informationREINVIGORATING THE PERFORMANCE MANAGEMENT PROCESS
REINVIGORATING THE PERFORMANCE MANAGEMENT PROCESS Gillian Thomson Reward Manager, Scottish Power Evan Davidge, Head of Reward UKMEA, Arup EB Live 2016 What we will cover How can you make the appraisal
More informationTALENT REVIEW INSTRUCTIONS
OFFICE OF HUMAN RESOURCES TALENT REVIEW INSTRUCTIONS SUMMARY The Talent Review process is a means to gain a better understanding of what is expected of the employee and how the employee can improve his/her
More informationPractices for Effective Local Government Leadership
Practices for Effective Local Government Leadership ICMA delivers the latest research in the 14 core areas critical for effective local government leadership and management. ICMA University is the premier
More informationLesson 7: Motivation Concepts and Applications
Lesson 7: Motivation Concepts and Applications Learning Objectives After studying this chapter, you should be able to: 1. Describe the three key elements of motivation. 2. Evaluate the applicability of
More informationCompensation & Motivation. October 6, 2014
Compensation & Motivation October 6, 2014 Don MacPherson President & Co-Founder dmacpherson@modernsurvey.com 612-399-3837 Twitter: @macpherson_d Website: www.modernsurvey.com Blog: http://www.modernsurvey.com/author/don-macpherson
More informationSaville Consulting Wave Professional Styles Handbook
Saville Consulting Wave Professional Styles Handbook PART 1: OVERVIEW Chapter 2: Applications This manual has been generated electronically. Saville Consulting do not guarantee that it has not been changed
More informationHuman Resources Strategy
Human Resources Strategy 2007 2012 Contents Page Introduction 3 Strategic aspirations: where we want to be in 2012 Personal and organisational development 5 5 Leadership 6 Supporting change Workplace wellbeing
More informationINTRODUCTION TO INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY
SUBJECT INTRODUCTION TO INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY SESSION 8 INTRODUCTION TO INDUSTRIAL ORGANIZATIONAL PSYCHOLOGY Session 8 Industrial/Organizational Psychology Industrial/Organizational Psychology
More informationPerformance Management
Cyber Excepted Service (CES) HR Elements Course Lesson 6 Performance Management September 2017 DoD CIO Learning Topics Performance Management and DoD Strategic Mission/Goals Labor Representatives and the
More informationExecutive Search Services
Executive Search Services Stewart, Cooper & Coon has been serving corporations and senior executives for twenty years, providing a wide range of executive search and placement services. SC&C Executive
More informationManaging Organizational Structure and Culture
Chapter 4 Managing Organizational Structure and Culture CHAPTER OUTLINE I. DESIGNING ORGANIZATIONAL STRUCTURE A. Organizing is the process by which managers establish the structure of working relationships
More informationGetting Started with BIM A GUIDE TO YOUR FIRST PROJECT
Getting Started with BIM A GUIDE TO YOUR FIRST PROJECT ABOUT THE BOOK Moving to BIM can seem like a daunting task. This guide provides a simple framework that helps you get started putting BIM into practice
More informationLeaders Coach Programme
Leaders Coach Programme A leader s task is to work with people s strengths in such a way, so that their weaknesses become irrelevant Peter Drucker Leaders Coach We are passionate about coaching and see
More informationCOMPETENCY PROFILE FOR THE RESEARCH, ANALYSIS AND LIBRARY SPECIALISTS GROUP
COMPETENCY PROFILE FOR THE RESEARCH, ANALYSIS AND LIBRARY SPECIALISTS GROUP Introduction What is a competency profile? Competencies are specific behavioural manifestations of knowledge, skills and qualities
More informationThe First 90 Days Critical Success Strategies For New Leaders At All Levels by Michael Watkins
The First 90 Days Critical Success Strategies For New Leaders At All Levels by Michael Watkins Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit,
More informationGetting Engaged - What is Employee Engagement and Why Does it Matter?
Getting Engaged - What is Employee Engagement and Why Does it Matter? Employee engagement is critical for the success of any business. It is about having a workforce who wants to be there, who like what
More informationVOLUNTEERING VICTORIA MENTORING PROGRAM 2018 INFORMATION KIT
VOLUNTEERING VICTORIA MENTORING PROGRAM 2018 INFORMATION KIT Contents INTRODUCTION... 2 HOW DOES THE PROGRAM WORK?... 3 WHAT IS MENTORING?... 3 WHAT THE MENTORING PROGRAM IS NOT... 3 HOW TO APPLY... 4
More informationInterview Tools for Common Job Clusters for the Behavioural Competencies
IV 54 This tool provides a selection of sample behavioural questions for the Behavioural Competencies and proficiency levels relevant to the Senior Management competency profile. It also includes the procedures
More informationTraining Watson: How I/O Psychology, Data Science, and Engineering integrate to produce responsible AI in HR.
Training Watson: How I/O Psychology, Data Science, and Engineering integrate to produce responsible AI in HR. Stefan Liesche, IBM Distinguished Engineer - Watson Talent Architecture Nigel Guenole, IO Psychologist
More informationAugust 4, 2010 Information Requests Round 1
August 4, 2010 Information Requests Round 1 CAC/MSOS (MPI) 1-50 Reference: 2009 Annual Report page 27. Preamble: In response to Goal 6, one of MPI s strategies is To continue to respond to the issues raised
More informationEMT Associates, Inc. Approach to Conducting Evaluation Projects
EMT Associates, Inc. Approach to Conducting Evaluation Projects EMT has been a leading small business in the evaluation field for over 30 years. In that time, we have developed an expertise in conducting
More information» Kienbaum 360 Degree Feedback
» Kienbaum 360 Degree Feedback Develop leaders. Improve leadership quality. What we offer 2» The Challenge 3 Self-reflected, authentic, confident Why leadership quality is so important good leaders make
More informationEnergy. 80 Leadenhall Street London EC3A 3DH
Energy Energy Brochure 1 About - Energy Sector energy business was set up in to provide specialist recruitment advisory services to the renewables & conventional power sectors. In recognition of today
More informationHEALTH AND WELLNESS COACHING JOB TASK ANALYSIS FINDINGS
HEALTH AND WELLNESS COACHING JOB TASK ANALYSIS FINDINGS Completed and Validated in fall 2014 NOTE: Knowledge and Skills lists are undergoing further refinement and will be finalized by October 1, 2015
More informationWhen it comes to competing for the CFO position, controllers. Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative
KORN/FERRY INTERNATIONAL Navigating the Uncertain Road from CONTROLLER to CFO: The Leadership Imperative By Charles B. Eldridge and Kenneth R. Brousseau, Ph.D. As organizations of all sizes struggle to
More informationHEALTH CARE HIRING HITS BOTTOM LINE
RESEARCH RESULTS CLIENT RESEARCH RESULTS BY: MIKE KEMP CONSULTANT, CABER REALIZATION RESULTS: Compared to the previous hiring process, the current hiring process was rated more than three times better
More informationPerformance Management through Competency Model. Presented by Asst. Prof. Siriyupa Roongrerngsuke, Ph.D.
Performance Management through Competency Model Presented by Asst. Prof. Siriyupa Roongrerngsuke, Ph.D. Competency Model for HRM Agenda What is competency and competency management? Why do employers use
More informationSafety Perception / Cultural Surveys
Safety Perception / Cultural Surveys believes in incorporating safety, health, environmental and system management principles that address total integration, thus ensuring continuous improvement, equal
More informationICMA PRACTICES FOR EFFECTIVE LOCAL GOVERNMENT LEADERSHIP Approved by the ICMA Executive Board June 2017; effective November 2017
Reorganization The Credentialing Advisory Board proposed, and the Leadership Advisory and Executive Boards agreed, that the ICMA Practices should be organized as a narrative rather than a list. The following
More informationTHE FULL SUITE OF REPORTS
THE FULL SUITE OF REPORTS What is Emotional Intelligence? Emotional Intelligence (EI) is a set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain
More informationNASA Transformation. NASA Transformation. March One TEAM, One JOURNEY, One NASA Building the Future Together
NASA Transformation March 2005 One TEAM, One JOURNEY, One NASA Building the Future Together NASA Transformation 1 AGENDA IMPERATIVE FOR TRANSFORMATION TRANSFORMATION and THE NASA FAMILY TRANSFORMATION
More informationPerformance Appraisal System in Medical College Libraries in Karnataka State - A study
2016 IJSRST Volume 2 Issue 3 Print ISSN: 2395-6011 Online ISSN: 2395-602X Themed Section: Science and Technology Performance Appraisal System in Medical College Libraries in Karnataka State - A study Pushpalatha
More information