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Assessment Centers: A better way to identify potential talent gaps and training needs
Who We Are?
Hudson is a leading provider of permanent recruitment, contract professionals and talent management solutions worldwide. We help our clients achieve greater organizational performance by assessing, recruiting and developing the best and brightest people for their business. The company employs approximately 3,600 professionals, speaking multiple languages in 25 countries, operating in four regions (Americas, Europe, Asia, & Australasia). http://us.hudson.com
TALENT MANAGEMENT
Graduate Recruitment
Performance Management
Competency Modeling
Job & Competency Profiling Psychological Assessment Behavioural Assessment Assessment and Development Centers Competency Based Interviewing Employee Assessment Surveys
Employers?
Employees?
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If you want 1 year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. Ancient Chinese Proverb
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Rewarding hipo's
Career Company culture Impact / Change Respect from others Salary 3.6 3.7 3.8 3.9 4 4.1 4.2 4.3
Degree of importance
Rewarding hipo's
Career Impact / Change Company Culture Respect from others Salary 3,6 3,7 3,8 3,9 4 4,1 4,2 4,3
Degree of importance
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150 100
Average Performer Top Performer
185 100
Average Performer
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Performance Strategic
Change
Competency Competency Competency Teamwork .854 Performance Motivation .669 Delegation .690 Leadership .680 Impact .596 Creativeness .515 Company Identification .861 Flexibility .743 Vision .693 Cultural Awareness .803 Risk Taking .755 Feedback (searching for and using) .689
Through Principal Factor Analysis a cluster of three competencies was detected explaining 70% of variance between HiPos and others Source: The Journal of Management Development
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Can Do
(With training & experience) Abilities & Aptitudes Knowledge & Skills
How Theyll Do It
(How they approach work)
Want To Do
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Talent Assessment
An important part of your overall talent management strategy is the development of the process organizations will use to evaluate performance and potential, and to identify future leaders, successors, and/or high potential employees. An effective talent assessment process should be: Consistent across your organizations business units Aligned to your organizations business needs and future leadership needs A multi-level process that involves several data points Well-defined and understood across the organization Assessment is often equated and confused with evaluation, but the two concepts are different. Assessment is used to determine what a person knows or can do, while evaluation is used to determine the worth or value of a course or program. Assessment data effects employee advancement, success and development (Herman &
Knuth, 1991).
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Assessment Benchmarking
Define performance standards Identify appropriate assessments
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Assessment/Development Centers?
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What is an assessment/development center? An assessment/development center is a process designed to identify an individuals strengths, weaknesses, and potential in a current or future role. The assessment process is characterized by: Multiple participants rated by multiple assessors on several varied exercises Many of these exercises are designed to assess competencies Data integration: a structured evaluation of the participant in which assessors present objective evidence and reach a consensus decision The outcome of an assessment/development center are: Written reports detailing a participants competencies as they relate to job requirements One-to-one sessions examining the reports
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Technical Skills
Trainable
Discipline Understanding Knowledge & Experience Capability Demonstrated competencies Attributes Behaviours that infer potential
Untrainable
Drivers
Motivational Fit
Career Fit
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Trainable
Psych Assessment
Untrainable
Motivational Fit
Behavioural Interview
Career Fit
Preferential Interview
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Assessment Centers
Advantage Most powerful tool to predict profile you hire saves money over time Hiring managers can be involved and refresh their own assessment/coaching skills Performance and potential Broad range of competences, individually or in group Wealth of information available to feedback to all involved Offers great opportunity to seal psychological contract Disadvantage Time investment required from candidate though they get more in-depth feedback in return and can also make an informed decision Relatively expensive in short term though saves money in the long run
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43%
AC Interview
Case Study B
Talent Management Assesses Future Leaders Challenge
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The client, one of the worlds largest energy companies, had a program grooming high-potential employees for career advancement opportunities and broader leadership responsibilities. In 2008, the company revamped the process used to select employees for the program, making it more systematic and rigorous. As a result, the company needed a service provider with talent assessment expertise to evaluate candidates in the United Kingdom, the United States and Asia. Hudson was selected as the companys partner because of our robust methodology, global reach, the quality of our assessors and the cost-effectiveness of our offerings.
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Case Study B
Talent Management Assesses Future Leaders
Solution
Hudsons Talent Management team conducted a series of meetings to learn about the companys culture, values and leadership framework. Based on that background, we developed assessment materials that were uniquely suited to the clients leadership development program and trained our assessors to apply their high standards during interactions with candidates. In late 2008, we conducted assessments at three sites: London, Houston and Singapore. Some candidates were at a relatively early stage in their career with the client, while others had already attained senior-level positions. The type of assessments administered varied accordingly. Overall, about 85 candidates went through a series of ability and personality tests, simulation exercises, business case studies, interviews and group discussions.
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Results
Hudson provided comprehensive reports about the candidates aptitude for performing effectively in future leadership roles. Our guidance for the client throughout the process provided the company with useful information about tailoring their development efforts to ensure their high-potential employees can continue to progress throughout their careers. Candidates many of whom had never been through an assessment program before came away with a better understanding of their strengths, weaknesses and opportunities for personal development. Even those who did not make it into the leadership program found the experience valuable. The client was highly satisfied.
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Summary
Identifying talent is going to become more vital with the predicted skills shortage and therefore more science must be added to the selection process Although it may look like an additional cost, adding science to selection can save thousands in the future It is important to identify the right solution for your organization and the types of roles you hire Whatever you do, always start with the right competencies for each role and build from there Always remember, high potential is developed through a solid understanding of competency and behavior
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Questions/Contacts
Thank You
Simon Fenwick General Manager, Talent Management Simon.Fenwick@hudson.com 212-351-7249