Using Assessment Center Methods for Talent Selection in a Public Safety & Security Setting

Transcription

1 Using Assessment Center Methods for Talent Selection in a Public Safety & Security Setting Eunice Tan, Senior Psychologist Home Team Behavioural Sciences Centre, Ministry of Home Affairs, Singapore

2 Team Members Dr. Majeed Khader, Director HTBSC Mr. Jansen Ang, Mentor HTBSC Ms. Diong Siew Maan, Deputy Director HTBSC Ms. Whistine Chai, Psychologist Ms. Jane Quek, Psychologist Ms. Pamela Patrick, Psychologist Ms. Cherie Goh, Psychologist Ms. Melissa Yeo, Psychologist Ms. Birentha Dhevi, Psychologist Mr. Mohamad Hisham Jakariah, Project Coordinator 2

3 3 Caveat The views expressed in this paper are the authors only and do not represent directly or imply any official policy position or view of the Home Team Academy or Ministry of Home Affairs, Singapore. No material may be reproduced or stored electronically or in print without written permission from the Home Team Behavioural Sciences Centre. 3 Home Team Behavioural Sciences

4 Objective of Presentation To share how assessment center methods were used to select high potentials in the public and security sector of Singapore and the insights gained from this experience 4

5 Scope 1. A Brief Background to the Home Team Behavioural Sciences Centre 2. Using AC Methods for Talent Selection in the Singapore Ministry of Home Affairs: Sharing of a 1 st Experience 3. Key Learning & Insights 4. Future Directions 5

6 PART 1: A BRIEF BACKGROUND TO THE HOME TEAM BEHAVIOURAL SCIENCES CENTRE 6

7 What we do at the Home Team Behavioural Sciences Centre Primarily research, training and operational support to the Ministry in the areas of leadership, crime, safety and security. Crime, Investigation and Forensic Psychology Branch Detection of Deception Investigative Interviewing Threat Assessment Behavioural Profiling Operations and Leadership Psychology Branch Crisis Leadership Command Leadership Talent Assessment, Selection and Development Psychological Readiness for Ground Ops through Electronic Focus Groups Resilience, Safety and Security Psychology Branch National, Organisational and Individual Resilience Terrorism Psychology Risk Assessment of Online Violent Extremists 7

8 Our Ethos towards Talent Selection Talent should be developed Need to invest and groom next levels of leadership Talent should be identified at an early stage of career First job and within first few postings where possible Through project testing, stretch assignments Talent is evaluated through various measures Psychometric Battery Personality Cognitive Ability Leadership Derailers Simulation Exercises Multi-source Feedback (e.g Feedback) 8

9 What Guided this Ethos General talent selection practices across Singapore Civil Service Organizational Culture within Operating Terrain Top & Senior Management s Beliefs Through consultations, interviews and discussions with top and senior management Latest Research and Thinking in Talent Selection Examples: 7 Attributes of HiPos Silzer & Church (2009) Leadership Potential Factors Kaisen Consulting Ltd Our Ethos towards Talent Selection Best Practices from Counterparts Community of Practices, Consultations with counterparts other Ministries and government agencies 9

10 PART 2: USING AC METHODS FOR TALENT SELECTION IN THE SINGAPORE MINISTRY OF HOME AFFAIRS: SHARING OF A 1 ST EXPERIENCE 10

11 The Home Team in Singapore: What it Encompasses Crime Police Force EMS & Fire Emergency & Fire Service Rehabilitation Prison Service Border Security Immigration & Checkpoints Authority Drugs Narcotics Bureau 11

12 The Operating Landscape of the Home Team: Why We Need to Identify & Groom Talent Home Team s Purview: Law & Order Counter-terrorism Civil Defence & Emergency Preparedness Immigration & Checkpoints Security Prisons Management and Rehabilitation of Ex-offenders Anti-drug Enforcement Gambling & Casino Regulation Trafficking in Persons Community Engagement 12

13 Identifying Talent in the Home Team : A Criticality and Challenge Cross-postings among agencies common and expected Across fire service, police, immigrations, narcotics, prisons Interoperability of work across agencies Joint ops deployment a common feature Key appointment holders need to have cross-functionality Posted to at least another department in career 13

14 The Home Team Aspire, Challenge, Excel (A.C.E.) Leadership Programme: Our Model of Talent Selection and Development Home Team Behavioural Sciences A selection and development framework For public safety & security officers who have been nominated for a talent management programme Candidates are from fire, police, immigration, prisons, narcotics departments Reflects three ideal qualities possessed by HiPos Aspire, Challenge and Excel Components a. Psychometric Test Battery b. 1-Day Assessment Centre c. Leadership Readiness Paper d. Developmental Feedback Session 14

15 Assessment & Selection Process NOMINATION OF CANDIDATES PSYCHOMETRIC TEST SESSION & ASSESSMENT CENTRE Decision Support Aids INTERVIEW BOARD CHAIRED BY CHIEF OF MINISTRY DEVELOPMENTAL FEEDBACK SESSION RESULTS OF SELECTION PROCESS 15

16 a. Psychometric Test Battery Psychometric tests ranging from cognitive to personality tests Benefits of combining personality assessments with behavioural observations Adds to the robustness of assessment Allows for possible data divergence to be noted Personality traits are shown to be relatively enduring and stable Allows for a more holistic picture of candidates 16

17 a. Psychometric Test Battery Timed test No time restrictions Critical Thinking Inventory Leadership Derailers Inventory Coping Styles Inventory Personality Inventory Measures critically thinking and reasoning skills Assesses leadership tendencies and potential derailers Measures stresscoping responses Measure of personality based on the 5- factor model 17

18 b. 1-day Assessment Centre Overall Process Welcome Exercise 1 Exercise 2 Exercise 3 OAR Purpose Emplacement onto talent development programme Assessors Existing HiPos at least 2 ranks above candidates Deputy Commissioners, Commanders, Directors, Senior Directors Data Sources Simulations Group Discussion Exercise Role-play Exercise Crisis Management Exercise Data integration of all inputs on competencies and overall rating 18

19 b. 1-day Assessment Centre Development of the AC Studied and observed ACs of counterparts Police AC, Public Service Division Community of Practice Sessions with other govt agencies Consultations with existing leaders Deputy Commissioners, Commanders, Directors, Senior Directors 2 AC Pilot Sessions conducted With psychologists and researchers Current HiPos with senior psychologists as assessors Objective: To add rigour and ensure fairness of AC exercises

20 Adapting from the Civil Service-wide AIM Competency Model Analytical & Intellectual Capacity Influence & Collaboration Motivation for Excellence Sense of Perspective Analysis & Judgement Influencing & Inspiring Developing Capability in Others Collaboration & Engagement Achieving Results Commitment & Accountability 20

21 Construct Attributes of High Potentials (Barnett, 2008; CLC, 2005; Hay, 2006; Hay, 2008 ; Hewitt, 2008; Hogan, 2009; McCall, 1998; Peterson & Erdahl, 2007; Rogers & Smith,2007; Slan & Hausdorf, 2004; Silzer & Church, 2009) Attributes Assessed Cognitive abilities Conceptual, strategic thinking Intellect, cognitive ability Personality abilities Interpersonal skills, sociability Maturity, stability, resilience Learning variables Adaptability, flexibility Openness to feedback Learning agility Leadership skills Developing others Influencing, inspiring, change management Motivation variables Drive, energy, engagement Aspiration, drive for advancement Performance record Performance track record Leadership experiences Other variables Technical/ functional skills Business knowledge Cultural fit

22 Attributes of High Potentials Eichinger, R.W., & Lombardo, M.M (2004). Learning Agility People Intelligence 6 Quotients Experience Technical / Operational Motivational 22

23 Competencies Assessed in the AC Analytical & Intellectual Capacity Influence & Collaboration Sense of Perspective & Crisis Readiness Analysis & Judgement Influencing & Inspiring Developing Capability in Others Collaboration & Engagement Motivation for Excellence Achieving Results Commitment & Accountability Agility and Adaptability 23 (Barnett, 2008; Rogers & Smith,2007; Slan & Hausdorf, 2004; Silzer & Church, 2009)

24 Equivalence to U.S. Homeland Security Department (simplified version) Director/Dy Director roles at the Headquarters 24

25 AC Exercises Exercises are pegged to Director / Deputy Director level of a department Group Discussion Exercise Presented with a public safety & security scenario Candidates are to interact with each other as a group and brainstorm on recommendations To assess candidates interpersonal and intrapersonal effectiveness in group setting Crisis Management Exercise Comprises a crisis scenario in which the candidate will have to respond to a series of stressful injects A comprehensive exercise that taps on strategic thinking To assess candidates ability to react to crises with high stakes & uncertainty Role Play Exercise To assess candidate s: Interpersonal and intrapersonal effectiveness in 1-to-1 setting Ability in managing an unmotivated subordinate who may potentially be an insider threat Flexibility and management of new information and adaptability to reformulate his/her plans 25

26 c. Leadership Readiness Essay Objective: Tap into motivation to be selected and groomed as a HiPo a) What kind of leader do you aspire to be and how does being selected into the talent program help you develop these qualities you have listed? b) What are some factors that indicate you are ready to be emplaced on the talent program? 26

27 d. Developmental Feedback Session 1-to-1 feedback session between assessor and candidate Same pairing as assessor report-writing for candidate Up to 1 hour session Developmental Feedback Guide to facilitate session Discussion questions specific to competency Objectives: Help candidates gain insight into their areas of strength & areas for improvement Based on AC performance Discuss future development plans for these competencies Short-term and long-term plans Start doing, Continue doing, Stop doing 27

28 Assessment & Selection Process NOMINATION OF CANDIDATES PSYCHOMETRIC TEST SESSION & ASSESSMENT CENTRE (May) Decision Support Aids INTERVIEW BOARD CHAIRED BY CHIEF OF MINISTRY (July) DEVELOPMENTAL FEEDBACK SESSION (Aug) RESULTS OF SELECTION PROCESS (End Aug) 28

29 PART 3: KEY LEARNING & INSIGHTS 29

30 Key Learning & Insights Know What You are Looking For Different jobs and roles require different qualities/competencies Supplement Performance Evaluations with Other Measures Not to just use a specialist model of potential Not to attribute too much to the results of any one measure Think about incremental validity a combination of intelligence and personality tests can predict success with a total validity of between 0.55 and 0.65 Improve Use of AC Data Multiple AC methods were used psychometrics, simulation exercises, Leadership Readiness Essay How best can we integrate this data? How can we simplify the sense-making for decision makers? 30

31 Key Learning & Insights Enhance AC Processes Explore more technological alternatives for AC administration Look into Development of Assessors Develop them as champions of leadership development Build growing pool of leaders who are well-versed in assessment A continuum of leadership development activities for them (e.g. coaching, mentoring) 31

32 PART 4: FUTURE DIRECTIONS 32

33 Future Directions Exploring Technological Solutions to ACM Computer-based exercises Webcam role-plays E-forms, use of apps and gadgets for exercises AC Validation (Predictive validity) AC performance as predictor of future job performance (Construct validity) Exercises as measures of different competencies Further Research Examine Personality and AC Performance Influence of personality on the exercises/ competencies 33

34 Thank You