Unlocking, Shaping and Stimulating Performance 1
A Selection of Our Clients
Contents Dove Nest Group Leadership Leading People and Teams Leading Leaders Strategic Leadership Talent Development Talent Development Graduate Development - Induction Graduate Development - Personal Impact and Effectiveness Graduate Development - Customer Focus Graduate Development - Launch Pad Management Development Management Development Programme ILM Level 3 Certificate in Coaching ILM Level 4 Certificate in Coaching and Mentoring Executive Coaching Change Business / Team Development Team Development Profit from Change Creative Thinking Business Psychology Assessment and Development Centres Assessment Centre Design In-House Assessor Training Assessment Centre vs Development Centre EQi-2.0 Training Psychometric Tools
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Dove Nest Group Over the past 30 years we have designed and delivered exceptional bespoke solutions that enable businesses to unlock their potential through the development of their Leaders, Managers, Graduates and Apprentices. We have built a reputation for being the supplier of choice through our approach to partnering, which means going far beyond a purely transactional service. Our approach to partnerships enables us to understand the values, challenges, culture, expectations, strategies and critical success factors of businesses. This means that we can design and deliver the right interventions to the right people, for the right reasons and with the right outcomes.
Our experiential and accelerated learning approach provides the opportunity to practise; refresh; develop pragmatic tools, techniques, skills, behaviours and knowledge. We believe in the importance of reflection and discussion to ensure direct and immediate application in the workplace; consequently our programmes have a significant demonstrable ROI. Our varied team of expert facilitators and psychologists have a wealth of experience at all levels within business. Our knowledge and expertise lies in our ability to implement sustained transformational change through people and we have built our reputation for â€˜thought leadershipâ€™ on the outstanding quality and innovation of our work. This document outlines some of the products we are able to offer, all of which will be adapted to your needs.
Leading People and Teams Aims This is the first level of leadership programme for leaders of people and teams. The programme is based around experiential learning and situation leadership. The programme will help participants realise the role of a leader compared to that of a manager and provide them with tools and techniques to be used in work.
Objectives Understand my own strengths and development needs Learning about Situational Leadership, my style and how to flex styles for different situations and people To understand the difference between Leadership and Management Being able to see beyond the task in hand to the bigger picture and how to fit in How to build high performing teams How to have a development conversation with individuals and teams
Method This programme would consist of a number of modules, the first being a Development Centre day to clarify strengths and development needs plus a 1:1 Feedback session to build a development plan The second module is an experiential three days where participants we put into a leadership role gaining feedback on their style A Business project is set for the group which forms part of the final session where the participants are assessed on their progress. Additional one day modules supplement the learning during the programme Each participant has three telephone coaching sessions to support their development
Content Amongst the topics covered will be: Development Centre Personality profile Leadership skills Decision making Communication and Feedback Problem solving Personal insight
Duration Six months including a one day Development Centre and Feedback A three day experiential module plus three telephone coaching sessions and three one day modules including final presentation
Leading Leaders Aims This is a challenging leadership programme to enable leaders of other leaders to operate at the right levelâ€™ as there is always the temptation to manage at the next level down or micro managing individuals. This will enable leaders to step into a more strategic and tactical role for the future. A blend of soft and hard skill development will help build leaders that are agile in the current and future market.
Objectives To understand their role in business to get leaders to operate below them To balance strategic thinking, tactics and implementation activity To take the authority for leading and not just managing How to lead through coaching When to direct and when to coach To understand what style of leaders am I and when should I flex my style ? How to balance being Reactive and Proactive and how to change Create a hunger for learning and growth
Method This is a two module programme with on line psychometrics (to give an individual a view of their strengths and development needs) supported by three face to face coaching sessions. The modules are a blend of experiential exercises, feedback and leadership models / discussions. The exercises are mentally challenging and stimulating which reflect real business life. Pressure is built to put leaders into reactive / busy roles and the challenge is how to be more proactive through other leaders.
Key is the way coaching is applied when leading leaders, why, how to and practice in coaching will be used. Building plans on how to operate back in work is key
Content Amongst the topics covered will be: Leading Leaders Effectiveness in Business Coaching; how, why and when Decision making hierarchy Communication and Feedback skills Leadership proposition
Duration Two, two day modules plus three face to face coaching sessions with online psychometrics
Strategic Leadership Aims
Building the agility of Leaders of the business to see the big picture and build strategies in the future.
On completion of this programme the delegates will: Have reappraised their own leadership style and skills identifying areas in which they desire change Be familiar with and able to apply creative and innovative approaches to business direction Have taken a fresh look at their day to day work situation and have considered ways in which effectiveness can be improved Learn to use ‘handbrakes’ to stop and reflect Explored the concept of ‘Tipping Points’ and how to apply them to their world Have considered the balance between Reactive and Proactive management to aid their strategic planning
Method The programme will consist of a spotlight development centre plus 1:1 feedback; a three day leadership Agility which will reflect real business problems and situations, that look at leadership in terms of change and ambiguity.
The final session is a ‘Launch Pad’ day presented to an executive. The whole programme is supported by face to face coaching.
Content Amongst the topics covered will be: The value of overview How to be ‘agile’ Strategic thinking in business Leadership proposition Handbrakes and Tipping Points Leading in ambiguity and change Creativity and Innovation Belief and values in Leadership Hunger for Learning and Growth
Duration Over nine months; One day Development Centre and feedback Three day residential Leadership Agility module Business; People and Change Agility modules One day Launch Pad session Supported by face to face coaching.
Followed by three other modules include People Agility; Business Agility and Change Agility. 8
Talent Development 9
Talent Development Overview
How Talent is defined is in itself challenging, however, this starts with graduate and young talent (including Apprentices) and goes right through to the executives of your business. Dove Nest can partner you through any stage of the diagram or work with you across the whole model.
Individuals with the talent and agility to drive your organisation forwards.
The key propositions Dove Nest can partner you with include:
Outcomes Individuals with the talent and agility to drive your organisation forwards Internal talent pipeline Reduced recruitment costs Increased retention and engagement
Young talent Apprentices and Higher Apprentices (up to four year programmes) Graduates (up to four year programmes) Non graduate pipelines Talent spotting and nurturing â€“ open to all Leadership talent â€“ executive
up to and including
Clarity through Assessment and Development centres is vital. Business coaching to support and challenge from an external perspective.
Graduate Development Induction Aims It is vital to ensure a smooth transition from academia to the workplace. Following the formalities of induction, this module starts the graduates’ development journey, focusing on the requirements for early success and raising selfawareness.
Objectives Clearer insight into what the business expects from them Willingness to take responsibility and ownership of their own development Established the benefits of the graduate community Built an early enthusiasm to establish a ’can do’ attitude A greater understanding of the expected behaviour differences between student and professional
Method An experiential one day event designed to support your company’s induction, preparing them for working life, through a series of highly participative and interactive activities to support the graduates with the opportunity for an early benchmark for the challenges that lie ahead.
Content Amongst the topics covered will be: Learning styles and differences from academia to the business world Development framework, set expectations, encourage and consider personal objectives Establish current skills and core skills required Introducing “what good looks like” and looking to their future My contribution - making a difference from day one
Duration One day event
Graduate Development Personal Impact and Effectiveness Aims To provide the graduates with a practical opportunity to understand how successful teams operate and how they can be more effective in their team in the workplace and build on their own impact, brand and effectiveness.
Objectives Enhanced understanding of their contribution and how to make a difference to the team in their business Gained practical and theoretical understanding of team effectiveness Practical experience of problem solving and “thinking on their feet” Understood how to manage relationships effectively across the business A commitment to accept challenges and take responsibility for their own career and own brand
Content Amongst the topics covered will be: Being an effective team member - MBTI© and Belbin Team Roles© Interpersonal communication and different styles Dealing with and resolving conflict and problem solving Core skills of influencing and delegation, listening and questioning
Duration Two to three days
A two or three day residential event based on action learning principles and experiential learning. A highly participative mixture of group activities, group discussion and individual reflection, achieved through appropriate psychometric testing and theoretical inputs and models. Individuals will take responsibility for their own development and receive support and feedback, culminating in the development of ongoing action plans.
Graduate Development Customer Focus – CSR Project Aims
A live experience where actions have real consequences and the graduates have the opportunity to provide actual benefit to the community through a series of community based projects.
An event that may span several weeks delivered in separate elements, including launching the event, the implementation of the project and a mid-project review and telephone conferencing during the analysis and planning stages. Based on action learning, this module will be highly participative and will require the graduates to fully utilise their combined skills and talents. The CSR project selected would be relevant in two ways; both from the graduates perspective and the community partner involved. It is expected that the graduates will take complete ownership and responsibility for delivery from initial scoping and planning through to implementation and can be linked to a direct ROI for the business.
Objectives Participant will gain practical experience of a real live project and take responsibility for a project themselves A greater awareness of the importance of stakeholder management
Content Each project may vary in delivery requirement and for implementation to be successful the participants will need to demonstrate high levels of: Client engagement Negotiation and influencing Problem solving Project management Personal and team effectiveness Network building Creativity and resourcefulness
Sample CSR Projects Design and refurbish an Internet café in a youth club Design and build a garden area in a school Business specific – in line with the company’s CSR programme Undertake an environmental survey and generate an action plan in a school Organise a day out for a retirement home / school Organise an afternoon’s entertainment at a retirement home Decorate a room in a day nursery Organise a charity dinner Organise an activity day for a group of disabled young people Undertake an environmental survey and generate an action plan in a school Deliver a session in a school for example: – How IT is used in business to 25 - 30 Year 5 - 6 students in a primary school (half day) or year 8 or 9 students in a secondary school (half day) – A life skills session to sixth form students – Team working skills session to year 9 students (half day)
Duration Dependent on project 13
Graduate Development Launch Pad Aims
As graduates complete the development programme, the â€˜Launch Padâ€™ development centre enables them to benchmark their current performance and gain a clear understanding of what is required to meet and exceed their personal and business objectives. By focusing graduates on their future career development, this event supports retaining top talent at a critical stage in their career path.
The Launch Padâ€™s success is that it: Identifies top talent Provides graduates with a networking opportunity with Senior Leaders Promotes ownership and empowerment with quality reflection time to review and re-plan future career Enables an opportunity to push outside their comfort zone and identify areas for future development Delivers parameters for ROI and success of the development programme
Psychometric (e.g. Fibro-B, Quintax, OPQ and EQi) and occupational instruments (e.g. abstract reasoning) Problem solving exercises with peer feedback Networking skills One to one coaching and feedback, and subsequent action planning Speed networking with internal people to inspire and raise awareness
Duration Two days
A two day residential development centre consisting of a number of observed activities, exercises and discussions, against organisational values and competencies, supported by relevant questionnaires and psychometric instruments. Throughout the development centre participants will receive on-going feedback and structured networking opportunities to help them make key decisions and take control concluding with a very detailed personal development plan comprising short, medium and long term actions and goals.
Management Development 15
Management Development Programme Aims
This course is structured to help existing future managers build upon existing management frameworks and concepts, and to expand their skills and abilities within identified areas.
On completion of this programme the participants will: Be more effective in a team membership or leadership role Have realised the need for, and value of, effective review, reflection and selfawareness Be aware of the importance of overview, planning and prioritising to developing a pro-active management style Have developed skills in areas such as: – Problem analysis and solving – Financials – Communications – Creativity and innovation – Decision making
Method The programme will be multi modular dependent on the client with coaching support. Experiential learning where exercises reflect the business and organisational problems faced by the participants in their work environment. Each exercise is followed by an in-depth review which analyses the performance of the participants, draws out the learning points and introduces appropriate theories and concepts.
The programme includes the following: Action learning sets where the participants tackle real issues at work Development modules to give skills development, usually in the workplace Development centre to give a clear platform for each individual to use in their careers Business challenge to anchor learning and five real business benefits
Content The following topics maybe covered in the programme: Teamwork Communications Planning and organising Decision making Risk taking Management of resources Creativity Pro-active management Time management The numbers i.e. profit and margins
Duration Six months in modules 16
ILM Level 3 Certificate in Coaching Aims This programme is designed for people in their first management roles â€“ including team leaders and first-line managers. It gives learners the tools and confidence to coach people as part of their normal working role and leads to an internationally recognised qualification awarded by the Institute of Leadership & Management.
Objectives Learners will know what it takes to be an effective coach in their workplace Understand how coaching works â€“ learn a coaching model and tools and techniques to support it Put their new skills into practice in their job â€“ carry out supervised coaching sessions Analyse, assess and plan to improve their own coaching ability
Method You will be first sent a workbook which they will work through prior to attending the first module of the programme. This workbook contains much of the supporting theory that coaches need to understand in order to be effective. There are then two modules (each lasting two days) where you are encouraged and supported to put the content into practice. You will engage in practice coaching sessions and receive immediate and targeted feedback from the tutors and other participants. The qualification is assessed through two pieces of work. The first, which you will complete between the first and second modules, is a written assignment designed to allow you to show that you fully understand the underpinning theory. The second, which you complete after the second module is for you to undergo an extended period of coaching in the workplace.
Content Amongst the topics covered will be: The purpose and context of workplace coaching The roles and responsibilities of a workplace coach What makes an effective coach? Contracting and confidentiality Agreeing goals Coaching models Learning preferences and how to diagnose them Tools and techniques to support effective coaching Keeping coaching records Overcoming resistance to change and barriers to coaching Effective communication skills
Duration Pre-programme workbook Two modules (each lasting two days) A period of extended coaching in the workplace (to fully achieve the qualification). Also available ILM Level 3 in Leadership 17
ILM Level 5 Certificate in Coaching and Mentoring Aims
This programme is ideal for managers with significant responsibility for coaching and mentoring as part of their day to day role. This could include line managers, internal coaches or HR Business Partners. It is also designed for independent coaches, or those people who are planning to move into a development role and who wish to gain an internationally recognised qualification awarded by the Institute of Leadership & Management.
You will be first sent a workbook which you will work through prior to attending the first module of the programme. This workbook contains much of the supporting theory that coaches need to understand in order to be effective.
Amongst the topics covered will be: Define what coaching and mentoring is within the context of an organisation The similarities and differences between coaching and mentoring Identify barriers to using coaching or mentoring Developing appropriate strategies to overcoming these Present the case for using coaching or mentoring The knowledge, skills, and behaviour of an effective coach or mentor Responsibilities of the coach or mentor to manage relationships Coaching and mentoring models Contracting within coaching or mentoring Exploring the expectations and boundaries of a coaching or mentoring programme with all stakeholders Supervision Evaluating the effectiveness of coaching or mentoring
Objectives To get a critical understanding of the role and responsibilities of the workplace coach and mentor To deepen understanding of how coaching and mentoring can impact an organisation Be able to assess your own skills, behaviours and knowledge as a coach and mentor Provide evidence of your own development as a coach and mentor through the qualification Plan your further development Plan, deliver and review coaching and mentoring in your organisation
There are then two modules (each lasting two days) where you are encouraged and supported to put the content into practice. You will engage in practice coaching sessions and receive immediate and targeted feedback from the tutors and other participants. A further one day module will provide on-going support and supervision for your coaching. The qualification is assessed through two pieces of work. The first, which you will complete between the first and second modules, is a written assignment designed to allow you to show that you fully understand the underpinning theory. The second, which you complete after the second module is for you to undergo an extended period of coaching in the workplace.
Also available ILM Level 5 in Leadership
Pre-programme workbook Two modules (each lasting two days) One day module to provide supervision and reflection A period of extended coaching in the workplace (to fully achieve the qualification). 18
Executive Coaching Aims Coaching is recognised as one of the most effective ways to develop an individual’s performance on a 1:1 basis, enabling them to adopt new approaches to a current role, or to prepare for a new role. It is now one of the most widely used techniques within business, with more than 90% of all companies adopting coaching for certain parts of their workforce. Our team of qualified business coaches have experience of working in many sectors and at differing levels of management, to CEO and Board level.
Objectives To increase productivity through greater engagement To encourage the adoption of alternative viewpoints To raise an understanding of how to deal with different people To help individuals identify how to overcome obstacles at work To provide focus on specific competences To increase motivation and retention To increase performance by developing under-used skill-sets
Method The need for coaching may be identified by the individual as a result of a job or project role, or as the result of a performance review. It is therefore important first to gain buy-in as to the suitability and “fit” of the coach to the client. Once this is established, sessions are programmed to fit in with the client’s working schedule.
Alternatively, once the relationship between coach and client is established, coaching may be done by telephone, rather than face-to-face. This provides greater flexibility and cost-effectiveness, but is not suitable for all clients.
Content The specific content covered during any executive coaching contract is driven entirely by the client. It is most likely to be linked to the individual’s business objectives, work programme and targets.
Where the coaching has been specified following a performance review, the focus will be on those competences identified during the review as needing development.
Duration An individual coaching assignment is usually from four to seven sessions of up to two hours each, typically with three to four weeks between each session.
The first session will clarify objectives and realistic outcomes, enabling coach and client to scope the agenda for the remaining sessions. These can take place in any suitable environment with a degree of privacy, but will usually be held at the client’s own workplace during normal working hours.
Business / Team Development Aims
To bring together a management team (either peer or vertical) and through an accelerated â€œpressure cookerâ€? programme deliver the business agenda from strategy to current changes issues. Also, to build them into an effective management team.
On completion of this programme the participants will: Have a greater understanding of the roles and responsibilities required for both team membership and leadership Delivering the business agenda, starts with current state/future state analysis Have identified the strengths and weaknesses of themselves and other members of the team Be dealing with the business change agenda and uncertainty by calling upon other members of the team to share problem solving Have a connected business and team development plan which can be implemented on their return to work
The combination of discreet times for business and team sessions will accelerate and connect both areas to deliver real change. There will be a number of outdoor exercises which require a teamwork approach in order to simplify the achievement of the set objectives. Complex tasks require the formulation of structures for control, communications, planning and decision making. A creativity questionnaire is used, together with feedback, to help participants to identify how they work as part of a team together with their broader strengths and weaknesses to deliver the business agenda.
Linking the needs of the business and the individual to create clear combined outcomes
Content Current state / future state Real business content? Team leadership and membership Team creativity Management of resources Management of change and uncertainty Decision making Proactive management
Duration 2 Â˝ days (arrive mid afternoon on day one and depart post lunch on day three) 21
Team Development Aims
To bring together a group of people from the same or different functions and to instil in them an awareness of the need for and benefits of working as a team.
On completion of this programme the participants will: Be better able to work as part of a team in either a leadership or membership role Have increased awareness of the roles and responsibilities required in a team Be able to apply group problem solving techniques to any given situation Have identified strengths and weaknesses within the team and how these can impact upon the teamâ€™s performance Have identified strengths and weaknesses within the team and how these can impact upon the teamâ€™s performance Have realised the need for and benefit of, effective overview, review and reflection to aid team achievement of objectives
The programme will consist of a series of experiential exercises, each of which require a team approach to achieve the set objective. As the tasks become more complex the team will need to design and install structures, systems and controls enabling them to operate against a changing background which requires constantly varying sub-group structures. Each exercise will be followed by a period of review which will focus on team roles and performance. Co-counselling will enable delegates to receive feedback on their views of their own strengths and weaknesses and to define the development requirements both of themselves and of the team as a whole.
Content Amongst the topics covered will be: Team roles Leadership and teamwork Team problem solving Communications Awareness of self and others Team creativity
Duration Two and a half days (arrive for dinner on day one and depart post lunch on day three). 22
Profit from Change Aims
To help managers who work in a consistently changing environment, not only to cope with but create and lead change and be more effective as a result.
On completion of this programme the participants will: Have learned techniques for coping with and leading change and uncertainty Have realised the need for imposing structure and control in situations of change and ambiguity Have developed skills in areas such as: Communications and information handling, resource management, decision making, planning and organising, organisation stress management and control techniques Have realised the need for and value of ‘handbrakes’ to review the on-going situation when we get busy Be able to take a pro-active rather than reactive approach to managing change Be able to ‘learn to see’ and look for future tipping points
The course will immerse the participants into changing and ambiguous situations where the complexity will reflect the work environment. Tasks are followed by a facilitator lead review during which the delegates’ performance is analysed and theories, concepts and techniques for leading change are introduced. The learning from each review will be applied in the exercises that follow. Increasing levels of change and uncertainty in the programme will help participants relate to situations in the workplace and build effective plans.
Content Topics covered will include: Pro-active versus reactive management Techniques for leading change Handbrakes and tipping points Managing stress Time management and planning Using change to your advantage
Duration Two and a half days (arrive for lunch on day one and depart post lunch on day three)
Creative Thinking Aims
To allow managers to expand and develop their creative abilities in relation to problem solving, introducing and managing change and the general day to day work situation.
On completion of this programme the participants will: Have developed skills and techniques which will enable them to take a more creative approach to their work; both adaptive and innovative Be aware of the aids and blockages to creativity which are met within the workplace Have applied the techniques to real problems from their work situation
1 day (or 2 day option)
CreativityQ – Dove Nest’s tool The brain – how it works and keeping it fit Brainstorming and team problem solving Mind mapping Lateral thinking and handling ‘blockers’ Using different environments to spark creativity Using the ‘change curve’
The day consists of a series of input sessions to introduce participants to techniques which will aid creativity. Each of the input sessions is followed by practical exercises which enable participants to practise the techniques and develop their skills in each. Participants will be asked to bring with them live problems in which they are currently involved and these will be tackled by the group during the day.
Business Psychology Led by our Chartered Occupational Psychologist Karen Moore, our large team of qualified staff offers a wide range of business psychology services. These can stand-alone or form part of individual or business development programmes. We are licensed to use and provide training in a variety of psychometric profiling tools, and our experience allows us to provide practical, realistic, qualified advice to clients
Assessment and Development Centres Overview
For nearly 30 years, Dove Nest Group has helped Clients to assess the performance and potential of their people globally, from Graduate through to Director level.
Working in Partnership
Specialist knowledge and experience
The Assessment Centre is a popular methodology for cost-effective, objective, reliable and valid distinction between candidates. An assessment centre is a formally structured day that consists of a number of exercises and activities, which provide the candidate with the opportunity to demonstrate their skills and abilities against the expectations of the business. During this time candidates are unobtrusively observed by qualified and experienced assessors, allowing preparation of detailed reports that may act both as feedback for candidates and also as tools to facilitate the decision-making process in selection situations. This section aims to provide an overview of the Dove Nest Assessment Centre offering.
Diagnostic two-way discussions to define your aims and objectives Provision of service and support as required across the complete Assessment or Development Centre cycle, including: design, delivery and evaluation Bespoke design of process and content to ensure maximal alignment to your business and the assessment purpose
Our dedicated Business Psychology Team apply their wealth of technical expertise to all Assessment and Development Centre projects Our people are experienced in assessing behavioural, cognitive and emotional characteristics that are indicative and predictive of job performance Dove Nest are committed to deliver Assessment Centre solutions that comply with the best practice guidelines of two professional bodies; the Chartered Institute for Personnel and Development (CIPD) and the British Psychological Society (BPS). This ensures that every delegate has the opportunity to display their skills to their best advantage and that the process is fair. Over the years we have worked with key Clients, including: Ernst & Young, Thames Water, BSkyB, BT, Kimal, Hydrogen.
Assessment and Development Centres Complete Assessment Centre Cycle
Aims and Objectives: An Example
Dove Nest: Services and Support We have the knowledge, skills and experience to design, deliver and evaluate full Assessment Centre processes for your organisation. Consistent with our partnership approach to working, however, we are keen to involve you, our Client, wherever possible.
It is not our style to offer prescriptive off-theshelf packages; rather we believe that discussion forms the basis for formulating a suitably tailored assessment approach. Through this discussion and immersion in your business we would seek to understand your aims and objectives for the assessment process, as this will shape the style, process and content of the Centre.
The degree of this involvement will vary between Client and project. Delivery of the Assessment Centres, for example, might be shared between a team of qualified Dove Nest assessors and InHouse assessors from your own business. This joint-team approach is effective at ensuring a high quality process where organisational buy-in is clearly demonstrated. It is particularly useful where the process includes assessment of technical skills, as In-House assessors can apply their area knowledge to inform judgements. Where this joint-team approach is applied, we offer comprehensive In-House Assessor Training to ensure that your assessors are confident and competent. Helpline In addition to all areas of the process illustrated, Dove Nest has the resources to offer a Clientspecific dedicated open communication channel for the candidate population. This might operate through email or phone. Helplines have been provided to numerous Clients in the past with huge success, enabling smooth rollout of the Assessment Centre process.
Diagnosis: Aims & Objectives
Design of AC: Exercises, etc.
In-house Assessor Training
AC Pilot: Delivery & Review
AC Programme roll-out
AC programme evaluation
An Assessment Centre for Graduates, for example, might have the following aims and objectives: Aims To provide a solution aligned to the business that enables fair, robust, cost-effective assessment of applicants against the specified competency set, to support the selection of the best candidates to be offered a Graduate job role.
Objectives Following the Assessment Centre, the business will: Have a clear indication of the best-fit candidates for the organisation against the competency framework Be able to select their new Graduates from the top applicants Be able to ensure their Graduates have immediate business impact through provision of necessary training as identified through the assessment process Have information and date to create individualised personal development plans to support the on-going development of their Graduates 27
Assessment Centre Design Overview Design is a central aspect of the Assessment Centre process. It is pivotal to ensure that there is clarity around the competencies or characteristics of interest and the precise job-role requirements; that exercises are designed or selected that provide the opportunity for candidates to demonstrate their abilities against those competencies; and that the format of the day is arranged such that it is conducive to maximise performance. In 2011 the ISO published their standards for Assessment Services Delivery (ISO 10667, parts 1 & 2). We are pleased to say that our processes meet all the requirements of these standards, and we will be seeking accreditation as soon as this is available. Indeed, we are in discussion with the BSI regarding becoming an accreditation partner.
Dove Nest Assessment Method Design elements ensure subjectivity is minimised, including: the competencyexercise matrix, the definition of specific competency behaviours for each assessment process, each candidate being assessed no more than once by the same assessor, Dove Nestâ€™s unique scoring process Every competency identified from the competency framework will be assessed twice over the course of the day, using qualitatively different assessment techniques
Assessment techniques are varied, encompassing group and individual performances, written and oral exercises Assessor: Delegate ratios are maintained at a maximum of 1:2 for all observed exercises The assessor team prepare written narrative feedback reports containing scores and recommendations regarding the suitability of each participant for the role, their strengths and development needs All materials are retained by Dove Nest for an agreed period, during which information can be available to you to further support your recruitment or development process
Dove Nest Key Principles The principles we work to include: Ethical and professional treatment of all candidates Clear and unambiguous target behavioural criteria Robust, valid and reliable exercises and tests that provide candidates with opportunities to demonstrate the target behaviours Experienced and trained assessors Practical feedback for managers and candidates 28
In-House Assessor Training Overview
The quality of output from an Assessment Centre is only as good as the people who assess. It is therefore vital to ensure that all assessors are fully prepared for their role. This preparation includes clarity in the expectation of an assessor, competence in assessing candidates, familiarity with the assessment content and confidence in own assessing capabilities.
The In-House Assessor Training is a comprehensive training programme that covers the fundamental principles of assessment, introduces observation, evaluation and feedback techniques, and provides the opportunity for practicing assessment and feedback skills under the guidance of a Chartered Occupational Psychologist.
By the end of the training, delegates will:
Assessor training will additionally instruct assessors as to: the format of the Assessment Centre; the exercises to be used; the unique qualitative and quantitative scoring mechanism devised by Dove Nest to minimise subjective error in evaluation; the competencies and specific behaviours of interest.
Have clear insight into what the assessor role requires Understand the principles of a good assessment process Be able to apply the ORCE process to observe and evaluate performance Be skilled in providing feedback following assessment Be knowledgeable regarding their Assessment Centre process
Assessment Centre vs. Development Centre This area focuses on Assessment Centres. Development Centres are a related intervention that is similar in many respects to the Assessment Centre process.
Whatâ€™s the difference? Assessment and Development Centres differ dependent on their purpose, style and use of the resulting information; in theory they can comprise exactly the same content.
Purpose An Assessment Centre has a pass-fail outcome; individuals are deemed to have met the defined criteria or not, according to the process followed A Development Centre does not have a pass-fail outcome; individuals may be deemed to have met the defined criteria but the purpose is to help them to build a development plan that will enable them to meet all the criteria in the future
Style Assessment Centres are very formal, with little interaction between assessors and candidates outside the actual exercises. An Assessment Centre will typically include an interview, as this is an element that is expected by participants, even though they have been shown to be the assessment method with the lowest predictive validity.
Development Centres typically have a much less formal feel, with observers interacting with participants during coffee and meal breaks. Development Centres tend to include more group exercises and often do not include an interview. Psychometrics have a useful role in both assessment and development centres, being a measure of potential rather than of current performance.
Use of information Following an Assessment Centre, applicant reports will be written in the third person (i.e. He did, He saidâ€Ś) and communicated directly to the client. Following a Development Centre, participant reports will be written in the second person (i.e. You did, You saidâ€Ś) and go directly to the participant. Here, reports are usually structured to highlight the strengths and development needs of the individual against each of the required criteria, and could include development advice.
At Dove Nest, we have extensive experience in the design, delivery and evaluation of Development Centres. For further information, please do not hesitate to get in contact with us.
EQ-i 2.0 Training What is Emotional Intelligence or â€˜EIâ€™? Emotional Intelligence measures one's ability to cope and deal with daily environmental pressures and demands. It has been proven to supersede IQ in terms of its ability to predict success in the workplace. EI has an immeasurable impact on the workplace and countless applications such as: Recruitment Coaching Team Building Succession Planning Development Training Conflict Resolution
EQ-i 2.0 model
Dove Nest Group Bar-On EQ-i Practitioner Certification Workshop options There are two options for training depending upon previous experience and qualifications. Two day course This is the course that most individuals will need to complete. It covers a full grounding in the theory and application of the tool and also includes access to pre-course online learning modules, workshop kits and manuals. Following the Bar-On EQ-i course delegates will understand: The history and background of Emotional Intelligence How it works and its components Case studies of emotional intelligence Learning about yourself through the completion of the questionnaire Practicing emotional intelligence feedback skills How it can be used for recruitment and employee development Ethical uses in training and the workplace
Completion of this course enables individual registrants: To purchase and administer the EQ-i 2.0 To access their own, unique, online scoring portal and account To become familiar with all aspects of the EQ-i 2.0 for effective and responsible use To make educated and informed decisions about your employees and/or clients regarding emotional intelligence NEW For 2012 - EQ-i 2.0 360 With the introduction of the new two day course and e-learning elements Dove Nest can announce that the training also certifies users in the use of the EQ-i 2.0 360 tool. Previously only available by completion of a separate one day course The EQ-i 2.0 is packed with a number of fantastic new utilities and introduces improvements to assessment items and reports. It now includes new updated UK norms and rigorous reliability and validity studies. One day Conversion Course For delegates who are already registered with the British Psychological Society to level B status there is a single one day conversion course that gives all of the registration available from the one day course.
Psychometric Tools We have designed a number of psychometric tools:
WashBox Management Skills Assessment Programme© An online assessment exercise, simulating a day at work for the manager of a busy plant in the West Midlands. Facing the manager is the usual array of operational issues including HR, finance, production, customer service, marketing and sales. The candidate is required to prioritise their workload and to indicate their optimum response in order to resolve the issues effectively. The results are reported against the National Occupational Standards for managers and will highlight areas of strength as well as development needs for the individual. A full narrative report is produced for each candidate. In an assessment scenario the results will be reported in numerical format to the client organisation, whilst the candidate receives a developmental report.
What makes this exercise different from existing in-tray type exercises is the access to company data that the candidate might wish to use to make informed decisions – no more guessing what the policy is, they have the facts at their fingertips
With competence based assessment around behavioural activity becoming more common, Dove Nest remains in the forefront of development. We have worked very closely with a number of companies to build 360 degree questionnaires tailored to their own strategic needs and working language. The result, inevitably, is wider acceptance by and relevance to the people for whom each package is designed. Questionnaires can be completed and processed on-line and feedback can be handled either by Dove Nest or by your own people.
CreativityQ© A tool designed to identify preferred creativity style at work.
For clients who do not have an existing competency framework and for whom time and cost are major factors, our Prospects© 360 degree feedback questionnaire is both a powerful tool as well as ideal for using during graduate / managerial developmental programmes. Prospects© offers an objective and anonymous process whereby feedback is provided to an individual from other members of staff on their management style/workplace behaviours. This enables our clients to identify developmental areas, influencing employee performance as well as integrating this information into their performance review process.
MotiveQ© A questionnaire which measures what motivates you at work. Aspects© A personality questionnaire. Logic Test© A test that looks at how you structure your analysis and decision making. IT Scenario Test© A tool to look for IT Specialists of the future. Employee Engagement Survey Using a climate survey approach sampling a percentage of your workforce on a monthly or quarterly basis to give an ‘in the moment’ view of how engaged your people
Unlocking Shaping Stimulating Organisation & Individual Performance
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