1
Using Personality Trait Assessments for Hiring & Developing Talent
Tina Smagala610 Main Street | Suite 100 | Buffalo NY 14202 | www.rvrhodes.com [email protected]
Buffalo Office: (716) 845-5548 | Rochester Office: (585) 721-6538
QUEST Rochester’s HR NetworkApril 20, 2011
2
Employee Engagement
“Engagement means a deep connection between who the person is and what the
person does. Engaged employees do not do their jobs because they are paid or
because it's their responsibility - even though, of course, we all must make a living
and we all have responsibilities.
Instead, engaged individuals work because they breathe. They do their jobs because that is who they are. And because their personal and professional personas are deeply and closely tied,
their jobs do become personal.”
Cristina Wildermuth, Ed.D., SPHRAssistant Professor at the School of Education
Drake University
Right Selection
Right Development
Employee Engagement
3
2011 Top HR Concerns
Union issues
Labor shortages
Labor costs
Lack of funding
Health care cost increase
Cost of benefits in general
Becoming a business partner
Succession planning
Employee satisfaction
Employee development
Finding the right talent
Leadership development
Employee engagement
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
9.00%
12.00%
12.50%
17.30%
18.70%
20.00%
27.70%
33.40%
36.80%
42.20%
49.30%
51.50%
52.90%
Cristina Wildermuth, Ed.D., SPHRMarch 20, 2011 Survey via Linked: HRWhat are your top 2011 concerns? 642 HR professionals participated the survey.http://www.linkedhr.net/content/what-are-your-top-concerns-2011
4
What You See Is Not What You Get
Personality Infrastructure
Values & Beliefs
Emotional Intelligence
Cognitive Ability
Experience
Behaviors
Performance
5
Our Favorite Assessments
Personality InfrastructureValues & Beliefs
Emotional Intelligence
Cognitive Ability
Past Experiences
BehaviorsPerformance
Workplace Big Five Profile 4.0 ®StrengthsFinder 2.0 ®
DiSC ®
360 Degree Surveys
Watson GlaserCritical Thinking Appraisal®
Emotional Competency Inventory® & 360 Degree Surveys
Behavior-Based Interviews & Reference Checks
6
Validity in Predicting Job Performance
Interview Only
Years of Experience
Background Checks
Include Supervisors
Personality Tests
Behavioral Interviews
Work Sample Tests
Job Fit Analysis
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8
0.12
0.16
0.23
0.32
0.41
0.42
0.45
0.68
Source: CareerXact (2004)
7
POTENTIALWhat does an individual have the capacity to do?
Low Medium High
PERFORMANCEWhat do others
actually see or
perceive?
. Low Medium High
Effective PerformerHas overcome significant
competency gaps to exceed performance expectations.
Solid PerformerAble to demonstrate most
leadership competencies to exceed performance
expectations.
Top PerformerNaturally possesses desired leadership competencies and
exceeds performance expectations. Has significant
potential for growth.
Stable ContributorHas significant competency gaps
which may result in average performance. Could have limited
potential for growth.
Emerging ContributorCapable of demonstrating
leadership competencies but could be more successful in
applying them to exceed expectations.
Natural ContributorNaturally possesses desired leadership competencies but could be more successful in
applying them to exceed expectations.
MismatchHas significant competency gaps
which may be driving low performance. Most likely has limited potential for growth.
QuestionableCapable of demonstrating many
leadership competencies but may lack the ability to apply them to
meet expectations.
CapableNaturally possesses desired
leadership competencies but is not successfully applying them
to meet expectations.
Job Fit Analysis
Hiring the Right Talent
Assess business needs.
Profile what you expect the person to do and how you expect him or her to be.
Use the right recruiting sources, interview, reference check process, and job-fit analysis.
Hire the right person for the job.
Assess
Design
Build
Install
9
Design Job Profile
•Select Sort Team
•Discuss Job Requirements
•Sort the Cards
•Prioritize the Cards
•Recheck the Outcome
•Compile the Results
10
Workplace Big Five Profile 4.0
• Personality Trait Assessment
• Created in 2001 by Centacs
• Most valid and reliable personality assessment *
• 5-Factor Model of Personality– 5 Primary Traits & 23 Secondary Traits– 54 Workplace Competencies
• 10-15 min. online assessment – 107 questions – likert scale response from strongly agree to strongly disagree
• Applications– Competency Development– Talent Selection– Succession Planning– Leadership Development– Team Building– 1:1 Coaching
*Center for Creative Leadership now endorses and uses WB5P instead of MBTI
11
Worry
Intensity
Interpre- tation
Rebound Time
NNeed for Stability
Warmth
Sociability
Activity Mode
Taking Charge
Trust of Others
Tact
E
Imagination
Complexity
Change
Scope
O
Others’ Needs
Agreement
Humility
Reserve
A
Perfectionism
Organization
Drive
Concentration
Methodicalness
CExtraversion Originality Accommodation Consolidation
Workplace Big Five Profile 4.0
12
Comparing WB5P & MBTI
Workplace Big 5 Profile Myers-Briggs Type Indicator
5-point likert scale Ipsative – forced choice response
Scores are provided along a bell-curve, normal distribution
Scores categorize individuals into type groups – bi-modal distribution
Measures the 5 primary dimensions of personality
Measures 4 primary dimensions of personality – doesn’t measure stress tolerance
13
WB5P Benefits
Validates what you know about yourself
Determines whether or not you are utilizing your strengths at work
Enhances team effectiveness
Enhances leadership effectiveness
Enables targeted development – invest your training budget wisely
Create a talent development framework based on competency model
Helps you hire the right person for the job
Helps you fill your talent pipeline with the right people
Drives employee engagement
14
PERFORMANCE POTENTIAL OUTCOME STRATEGY
High High Strength Capitalize
High Low to Medium Opportunity Caution
Low High Opportunity Develop
Low Low Deficiency Compensate
Medium Medium Opportunity Support
Capitalize on Strengths Develop & Support Opportunities Compensate for Deficiencies
Talent Optimization Strategy
15
Optimizing Strengths
Workplaces that focus on employee strengths have:
_________ % of employees engaged
_________ % lower turnover
_________ % higher profitability
_________ % of workers say they use their strengths every day
Teams that focus on strengths are:
________ % more productive
Top performing teams have strengths in four distinct areas: executing, influencing, relationship building, strategic thinking.
12.5
73
32
14.9
8.9
16
70/20/10 Development
Experiences
• Challenging experiences that develop new competencies• Try a new task• Lead a meeting• Participate on cross-
functional project• Take on a short-term
stretch assignment• Rotate to different
department or location
• Train a new team member
• Give a presentation
Exposures
• Creating awareness and relationships by working with others• Get coached by your
boss• Review assessment
with a coach• Interview an expert• Shadow a high
performer• Work with a mentor• Work on a project
with peers• Attend outside
networking event
Formal Learning
• Building new skills through formal training• Take a class• Read a book• Complete an online
learning module• Go to an outside
seminar• Get a degree
through a University program
Developed by Morgan McCall, Robert Eichinger & Michael Lombardo from Center for Creative Leadership in the 1980’s