SQ Suite Users Guide

Transcription

1 Table of Contents WHAT IS SQSuite? 2 TRAIT DESCRIPTIONS 3 SQ DIMENSIONS 3 INDEX TRAITS 5 HOW TO INTERPRET THE REPORT 6 SAMPLE REPORTS 7 SELECTION REPORT 7 DEVELOPMENTAL REPORT 8 FOLLOW-UP INTERVIEW QUESTIONS 10 HDASONLINE INSTRUCTIONS 11 ADMINISTERING ASSESSMENTS 11 PROCESS SEARCH 13 CANDIDATE DISPOSITION 15 CANDIDATE EXPERIENCE 16 P a g e 1

2 What Is SQSuite? The SQSuite is a quick, inexpensive assessment tool designed to help companies identify customer oriented, hardworking, and stable hourly employees. The SQSuite measures several dimensions associated with successful performance in hourly positions as well as overall service orientation and match as an hourly employee. Ratings and descriptions are provided on an individual's work style, interpersonal relations, stability, and reliability. Developed and validated specifically for hourly positions, the SQSuite can help win the battle against high turnover or inadequate performers. The SQSuite measures the following core traits: Drive & Energy Sociability Stress Tolerance Friendliness Acceptance of Authority Dependability The ratings for these traits are averaged together to produce an OVERALL RATING, which measures the candidate s overall fit for the position. In addition to the core traits, the SQSuite can also measure the following supplemental index traits: Integrity Engageability Manager Potential Hospitality These supplemental index traits are not calculated into the Overall Rating, but provide additional information to help determine fit for particular positions and potential for growth into a management role. P a g e 2

3 TRAIT DESCRIPTIONS SQ Suite Users Guide Below are descriptions for each SQSuite core dimension. The descriptions enable interviewers and trainers to better understand the unique service and work styles of candidates and employees. In addition to an overall description of the dimension, this table outlines high, low, and excessive scores for each dimension. SQ DIMENSIONS Trait Drive and Energy Sociability Stress Tolerance Description This category measures a person's quickness of pace, responsiveness, sense of urgency and action orientation. High scorers have an active, action-oriented implementation style with a strong sense of urgency. Persons scoring in the high range are capable of a very high productivity rate when their energy is focused, and are able to withstand long hours Low scorers have a slow work pace, low productivity and/or are prone to procrastination and indecisiveness. Poor ratings indicate a lack of ability or motivation to move quickly and implement on a timely basis Excessive scorers may appear impatient and hurried and may rush through assignments. This category measures a person's willingness and ability to interact with others, to be communicative and to initiate conversations. High scorers are those individuals who seek out contact with customers and who maintain the interaction necessary for effective customer relations Low scorers are those who maintain an aloofness or excessive reserve from other people and who may have difficulty establishing rapport with customers. These individuals would be unlikely to initiate personal contact with customers Excessive scorers often spend too much time socializing which interferes with getting work done. This category measures an individual's consistency of mood, tolerance for frustration, optimism, and tendency to maintain composure under pressure. High scorers are typically consistent in temperament and do not experience wideranging mood swings. They are generally optimistic and able to handle pressure, recovering fairly quickly from frustration and not becoming discouraged Low scorers are easily irritated, frustrated and annoyed. Typically, pressure and tension will reduce their performance. They tend to be moody, pessimistic and slow to recover from disappointment Excessive scorers are often unaware of problems, negative feelings, and may lack genuine emotional expression. P a g e 3

4 Trait Friendliness (Accommodation) Acceptance of Authority Dependability Description This category measures a person's willingness to work alongside others and deal with people in a friendly, cooperative and responsive manner. High scorers tend to be supportive, accommodating and responsive. They are accepting of customers, willing to compromise, and tolerate differences of opinion Low scorers tend to be argumentative, defensive and uncompromising. They seem to want their own way, appearing to others as unbending and unresponsive, and may often express their own opinions in an overly direct or tactless manner Excessive scorers often hesitate to address problems or difficulties directly. This category measures the extent to which a person accepts lines of authority and the structure of the organization. It reflects a person's willingness to follow rules and regulations and to work in an organized environment. High scorers willingly follow policies, systems and procedures. Typically, high scorers will function best in a structured team environment and work in an organized manner Low scorers are those individuals who resent rules, regulations and restrictions. They tend to rebel against authority and work in a disorganized manner Excessive scorers often depend too much on rules, structure, and guidelines. They tend to be less creative or flexible. This category measures the degree to which a person takes ownership over work outcomes and follows initiatives through to completion. High scorers consistently hold themselves to high standards and remain committed to their responsibilities. Low scorers can be unreliable and do not take full responsibility for their actions. Excessive scorers often take on more responsibilities than they can handle and can be so overly focused on own responsibilities that they may have difficulty collaborating with others. P a g e 4

5 INDEX TRAITS An index is a supplemental scale that has been validated to measure unique areas that are incremental to the core assessment scales in predicting performance. Indexes are rated on a linear continuum and include descriptive behaviors. Integrity Trait Engageability Manager Potential Hospitality Description This category identifies candidates with a propensity towards engaging in problematic and disruptive behaviors in the workplace. Some of these behaviors include: disrespect toward others, sexual harassment, cash and product theft, alcohol and drug abuse, etc. High scorers show a minimal possibility of engaging in counter-productive behaviors. Medium scorers may engage in counter-productive behaviors. Low scorers demonstrate a strong possibility to engage in counter-productive behaviors. This category measures the capacity of the individual to become engaged and, consequently, predicts their potential job commitment, satisfaction, initiative, and passion. High scorers are highly motivated and passionate about making a contribution to the organization. Medium scorers display an appropriate level of commitment and motivation for accomplishing their work. Low scorers show little commitment to the organization and may lack passion for their work. This category helps you identify from the start whether or not an hourly employee has the potential the basic traits such as leadership, responsibility, goal-orientation, etc. that are essential for the manager role. High scorers demonstrate the willingness and the ability to step forward and take charge. They set a strong example for others and continually look for ways to grow and improve. Medium scorers display some interest in taking on additional responsibilities and advancing in the organization. Low scorers do not appear willing to step into a leadership role and are not driven to excel or raise the bar. This category identifies candidates who are passionate, patient, and caring individuals who can increase your company s customer satisfaction, repeat business, and brand loyalty. High scorers consistently demonstrate a passion for people and facilitate positive, memorable experiences for guests. Medium scorers remain hospitable under normal circumstances but may become easily frustrated with demanding guests. Low scorers demonstrate little concern for others and are likely to become visibly impatient with guests. P a g e 5

6 HOW TO INTERPRET THE REPORT SQ Suite Users Guide Keep in mind as you interpret these results that it is not about high scores or low scores- it s all about fit. Scores in the ideal range indicate a strong fit with the profile of strong performers. For each of the traits listed under the competencies, your score is indicated by the black bar on the graph. The shading indicates the ranges for each trait using the following key. In some cases, the ideal range (Highly Effective) is curvilinear- meaning the sweet spot is somewhere in the middle and too little (need to develop more skill to be effective) or too much (need to throttle back to be effective) of that characteristic may not be desirable. In some cases, the ideal range is linear- meaning more is better. Assessment Results The SQSuite provides three report formats: Selection Report, Developmental Report and Follow Up interview questions. Each report can be viewed online (HTML View) or as an Adobe Acrobat document (PDF View). The PDF can be printed, saved or ed directly from the system. Please refer to section titled Sample Reports for examples of each report. Selection Report contains evaluative ratings for each of the six trait areas and an overall rating. This report is for decision makers only and should never be given to a candidate/employee. Developmental Report contains descriptive, developmental statements related to areas of strength and opportunity on the selection report. This report complements the Selection Report for decision making and can be given to the new hire to aid in developmental planning. Follow Up Interview Questions contains follow up interview questions to further probe any scales that received a low or excessive score. P a g e 6

7 SAMPLE REPORTS SQ Suite Users Guide SELECTION REPORT WHAT IS THE SELECTION REPORT? The Selection Report is a valuable tool for hiring managers to use when making hiring decisions. It offers a visual depiction of how likely an individual is to succeed in a given role based on what is known to drive success in that position. The Selection Report provides an overall indicator of success for the position as well as trait-level details. In addition, the Selection Report offers descriptive text next to each performance area indicating how the individual scored on the assessment and what that might look like on the job. WHAT IS THE PURPOSE OF THE SELECTION REPORT? To provide valuable information to the hiring manager about the results of a candidate s assessment. To give feedback on the candidate s results so that the hiring manager can gain more insight into the candidate s strengths and developmental needs. To provide clear, easy-to-understand statements about the candidate s likelihood to succeed in the targeted position. To provide an overall indicator/rating of an individual s likelihood to succeed in a given position. THE SELECTION REPORT IS NOT: The Selection Report is not be used as a stand-alone tool. Rather, it should be included as a piece of the hiring puzzle. The Selection Report is not a complete set of information about the individual. It does not measure all things about a person. It should not be shared with the individual. It should not be shared with anyone who is NOT involved in the hiring process. P a g e 7

8 DEVELOPMENTAL REPORT SQ Suite Users Guide WHAT IS THE DEVELOPMENTAL ASSESSMENT REPORT? The Developmental Profile is a tool designed to provide important developmental feedback for employees based on their SQSuite assessment results. The Developmental Profile provides a summary of the employee s strengths and opportunity areas as they relate to the individual s fit for the position for which he/she was assessed. The employee receives strength statements where his/her style is similar to strong performers in similar roles to help him/her understand and make full use of his/her assets. The employee also receives opportunity statements where his/her style is dissimilar to strong performers to help identify areas that may limit his/her effectiveness in the role. The opportunity statements provide descriptive feedback as well as developmental suggestions to provoke action planning for improvement. WHAT IS THE PURPOSE OF THE DEVELOPMENT REPORT? To provide valuable information and feedback to an employee about the results of his/her assessment. To give this feedback in a positive and constructive manner so that the individual can gain more insight into his/her strengths and developmental needs. To provide concrete developmental suggestions to the person so that he/she can take action and start to formulate specific goals for improvement. To stimulate a more rigorous and objective self-analysis on the part of the employee. To provide information that the individual can react to and that triggers more introspection. To provide a method of encouraging more communication between a supervisor and the employee. To provide a better common vocabulary between the supervisor and the employee so that a more meaningful discussion can take place. To satisfy the curiosity of the individual who has been through the assessment process. THE DEVELOPMENT REPORT IS NOT: The Developmental Profile is not a complete set of information about the individual. It does not measure all things about a person. It should not be used to evaluate job performance or overall effectiveness. It is not to be used rigidly. People change, grow and develop over time; therefore, individuals should be re-assessed after one year. It should not be used as a disciplinary tool. P a g e 8

9 SUGGESTIONS FOR USE OF THE DEVELOPMENT REPORT Preparing for the Feedback Meeting 1. Read over the individual's Developmental Report carefully. Look for areas of agreement and disagreement with your evaluation of performance. Remember, on-the-job behavior is the critical information and the Developmental Report should supplement, not take the place of, your evaluation. Be very specific about his or her strengths and developmental areas, using examples as often as possible. 2. Schedule the feedback meeting. Allow for at least an hour and a half of uninterrupted time. During the Feedback Meeting 1. Describe the purpose of the meeting. Explain that you will work together to look for ways she/he can improve and ways you can help. 2. Describe how the strength and opportunity statements are based on comparisons of test scores to the scores of a representative group of successful performers. The strengths and opportunities indicate how similar or dissimilar the person is to this group. 3. Give the employee time to look over his or her results and think them over. Make yourself available to answer any initial questions. 4. Discuss the results. Be sure to listen to the employee and be willing to consider his/her point of view. Use the Developmental Profile to stimulate conversation, not to evaluate performance. Offer examples of on-the-job performance to provide additional insight. Discuss any discrepancies between what the individual sees as their developmental opportunities and what you are observing. Make sure you are both on the same page and that the individual understands that his/her development is a team effort. Keep the tone of the discussion positive, not punitive. 5. In a cooperative effort, develop a plan for the future. Write down specific goals and strategies for change that are agreed upon by both you and the employee. Establishing a Plan for Follow Up 1. Identify specific milestones and timeframes for accomplishing them. Establish a schedule to meet with the employee to review progress on these milestones. 2. After a designated period of time, you will want to meet with the employee again to formally review their action plan. Provide feedback on progress. Recognize and celebrate successes. Discuss barriers to success. Problem solve on ways to eliminate them. Adjust goals and/or timelines as needed. P a g e 9

10 FOLLOW-UP INTERVIEW QUESTIONS WHAT ARE FOLLOW-UP INTERVIEW QUESTIONS? Follow-up interviews questions are designed to target problem areas on an individual s assessment results. They are specifically related to traits on the assessment and can be used by the hiring manager to further probe into areas of concern with a candidate. Follow-up interview questions are generated for any the traits in which the candidate scored a POOR or EXCESSIVE. These questions can be used in addition to other structured interview questions to help probe further and resolve any discrepancies that may arise. WHAT IS THE PURPOSE OF HAVING FOLLOW-UP INTERVIEW QUESTIONS? To enable hiring managers to probe further into problem areas. To gain more insight into candidate s opportunity areas. To help determine the magnitude of an individual s opportunity area. P a g e 10

11 HDASONLINE INSTRUCTIONS Go to Login: first initial last name Password: Password1 Company: Enter the name of your company here SQ Suite Users Guide Change Password the first time you log in, you will be prompted to change your password. Remember Me check the box marked Remember Me on this computer so that the system will automatically save your login and company so that you only have to type in your password each time you log in. ADMINISTERING ASSESSMENTS Actions go to the actions button at the top right of your screen and select New New Request choose Hourly Selection Process Request Position dropdown box: Your position groups will be listed here Candidate Candidate first and last name address: this is where the assessment invitation will be sent SSN: optional; enter the candidate s complete SSN (this is important for tracking purposes) Employee ID: optional; enter the candidate s employee id if s/he is a current employee Binocular icon: allows you to see if an assessment already exists for that candidate Assigned To Org Unit: dropdown box will be populated with all of the organization units Recruiter: dropdown box will be populated with the names of all the users who are authorized on that organization unit From will automatically populate with the Submitted By person s . This is the address that will a) show as the sender of the assessment request and b) receive notification that the assessment was complete Hiring Manager: dropdown box will also be populated with the names of all the users who are authorized on that organization unit Account: dropdown box will be populated with the account(s) associated with the organization unit (this assigns the account which will be invoiced) Cost Center: optional; if provided, the dropdown box will be populated with 4 digit cost centers which will be assigned to the test and appear on the invoice P a g e 11

12 Inputs/Outputs Status: indicates where the candidate is in the assessment process Hold Processing: check the box if you would like to hold the assessment from being processed; assessment must then manually be released Additional Address: you may enter an address here, which will send a copy of the results link to that person. In order to view the result, they must have access to that organization unit, as it requires them to enter their login/password to access the report. Fax Number: not activated at this time Additional Candidate Instructions: enter any additional information or instructions to the candidate Inputs: if the candidate is ESL (see ESL guidelines), uncheck the ProSelect box. Outputs: not applicable Error Messages Appear here! You must enter an address to send an assessment link UNLESS you select Manual Scoring by checking the box above! P a g e 12

13 PROCESS SEARCH SQ Suite Users Guide Process Requests lists all assessments available under your user access Sort: by any of the column headings (name, process, position, status, date, org unit, etc) Search: select specific criteria for your search (e.g. name, position, status, date, recruiter, etc) P a g e 13

14 Binocular Icon you can also manually search for candidates by clicking on the binocular icon next to the Favorite box. This allows you to search for candidates by typing in relevant information (e.g., position, process, name, etc.) Favorite: save your favorite search criteria (e.g. completed Chicago assessments) P a g e 14

15 CANDIDATE DISPOSITION Action select Disposition Disposition: choose disposition from dropdown box (hired, not hired, promoted, not promoted, assessed for purposes other than selection). Primary Disposition Reason: choose reason from dropdown box (declined offer, failed background check, etc). Secondary Disposition Reason: choose a secondary reason (e.g. primary reason = declined offer; secondary reason = would not relocate). Notes: for primary or secondary reason, if the other option is chosen, an explanation can be entered into the notes section. P a g e 15

16 CANDIDATE EXPERIENCE Once you complete the candidate set up, the candidate will receive an invitation to complete the assessment. The includes a link that takes them directly to the site (no login or password is necessary). Candidate Information Candidate is asked to verify name Candidate must check the security statement Candidate is asked to complete voluntary demographic information (race, sex, age, etc). This is collected for research purposes only. Overview The questionnaire asks candidates about their attitudes, opinions, and experiences. They are encouraged to answer all questions honestly. The assessment questionnaire consists of two sections: Section A Takes approximately 10 minutes on average to complete Sections B Takes approximately 10 minutes on average to complete P a g e 16