Assessment for Selection & Development

Assessment for Selection & Development: Strategy, Change and Focus Dr. Richard A. MacKinnon Head of Learning & Development Solutions Talent Q

Some key questions: § What do we mean by ‘psychometric assessment’? § What does contemporary psychometric assessment look like? § How is assessment relevant in the context of organisational change? § How can we better align people and strategy? § A case study: JT Aspire

What do we mean by ‘psychometric assessment’?

Psychometric Assessment § Literally ‘measure of the mind’ § Can include measurement of personality, ability and subsets of either/both § Personality assessments: § Insight into behavioural preferences § ‘No right answer’ § Contextual interpretation of profiles required

§ Ability tests: § Insight into ‘cognitive horsepower’ § Tests that can be failed § Interpretation is cleaner

§ Applications in selection, development, identification of potential § Helpful tools, but they don’t make decisions for the user § Require expertise in administration, interpretation and feedback

What is not a psychometric?

What psychometrics are not

§ Analysis of CVs, application letters or references

§ Perfect predictors of future behaviour

§ Analysis of handwriting or star signs

§ Infallible

§ Interviewers’ first impressions of a candidate

§ A replacement for the human factor in talent management

§ Managers’ reviews of performance § Anything you encounter in a magazine or a social networking site

§ ‘Cheat-proof’

§ But, used mindfully, they are an invaluable tool to support talent management – particularly in the context of change.

Using Psychometrics across the ‘talent lifecycle’

What does contemporary psychometric assessment look like?

‘Legacy’ versus contemporary psychometric assessment Legacy

Contemporary

§ Paper-based, hand scored

§ Online assessment

§ Supervised completion

§ Remote completion

§ Assessment-per-role or grade § Context-specific assessments

§ Cross-role and grade assessments

§ Resource and administration intensive

§ Context-specific reports § Low administration

§ Manual combination of disparate assessments from different providers

§ Organisation-specific outputs § Joined-up assessment systems

Talent Q Assessment Systems (TQAS)

The benefits of a contemporary approach § Joined-up systems minimise administration and cost § Minimised administration removes barrier to use § Organisation-wide system removes silos between recruitment, development and change professionals § Use and re-use of assessment data avoids duplication of effort § Customised assessment outputs increase face validity and acceptance § Aggregated date provide additional insight § Psychometrics increase objectivity of talent-related decision-making

How is assessment relevant in the context of change?

The relevance of assessment in the context of change § Change poses some key questions when it comes to talent: • How will we support our people through the change?

• How can we avoid loss of key talent?

• How can we clarify what we’ll need of our people in the new world?

• How does this change impact our priorities when it comes to talent management?

• What will we require of future leaders?

• Are our selection criteria still fit for purpose?

• Are our development interventions still fit for purpose?

§ Effective assessment can contribute to the decision-making here and increase objectivity and use of evidence over hunches.

The relevance of personality and change Some examples: ยง Supportive managers will look out for the needs of their team members ยง Conceptual employees could more readily see the strategy behind change ยง Flexible employees may respond more positively to change ยง Resilient employees will bounce back from the challenges and setbacks resulting from change ยง Relaxed employees will remain calm and focussed during stressful periods

How can we align people and strategy?

Aligning people and strategy ยง Talent management process, focus and frameworks should be aligned with organisational strategy.

A simple example: ยง If your strategy is rapid growth and acquisition, are you emphasising the skills and attitudes that support these activities in who you select, develop and promote? ยง Mis-alignment leaves employees conflicted between the pressure of KPIs, the stated behaviours in a competency framework and their own preferred way of operating. ยง Mis-alignment leaves recruitment focusing on the qualities of people that got us where we are, not where we need to be next ยง Mis-alignment leaves development interventions addressing what worked well in the old world, not what is required in the new world.

Practical use of assessment data ยง An understanding of what motivates employees can be built into pre-change communications, to build excitement and allay fears ยง An understanding of how people think and behave now can flag up recruitment and development priorities for the post-change world ยง A clear statement of what will be required in the new world can help employees and managers reset expectations and reflect on their way of working and developments needs ยง Assessment data can also facilitate micro-engagement at the manager/direct report and team level

Case Study: JT Aspire § JT (formerly Jersey Telecom) is halfway through a five-year growth strategy, initiated in 2011 to transform the Group into a global communications business. § Already, JT has nearly doubled its value after expanding its global reach, introducing new services, undertaking strategic acquisitions and creating new global partnerships. § A significant amount of structural and people change in just a few years. § However, while rapid growth can increase revenues, it also challenges a business to think about succession planning for its leadership and management roles. § Talent Q has supported JT in the design and deployment of: § New multi-levelled competencies to reflect this strategy § Creation of customised assessment reports based on these competencies § Assessment of the leadership, management and emerging talent pools § Feedback and coaching of employees § Reporting of aggregate talent data, to inform development interventions and recruitment activity

Case Study: JT Aspire § Now in year 2 of the Aspire emerging programme § Talent Q designed and ran a development centre and feedback/coaching process for non-managerial talent, including development needs analysis reports § Delegates flagged by stakeholders as having ‘potential’ § Assessed against the manager competencies and aspirational manager role profile § Therefore, a demanding standard – which made for tough feedback! § Focused exploration of ‘what you will need next’, supporting by training and development interventions within JT led to significant successes within the first cohort. § ‘What you will need’ supported by ‘why you will need it’ messaging from the business § Of 19 delegates, 11 have been identified as potential successors for some of JT’s Top 40 roles § Post-development 360-feedback illustrated the impact of focused development and alignment against strategic objectives and a

Case Study: JT Aspire § Key messages to delegates: § What has worked well so far isn’t enough for your next step § The business will demand new and challenging things of you § How can you prepare yourself for the next step, mindful of the change around you? § How can you leverage your strengths and address the development needs? § “High potential” labels aren’t a ticket to anywhere § Hard work is required § An adult-adult, not parent-child development dynamic

+44(0)1844 218980

info@talentqgroup.com

www.talentqgroup.com