culture and competing values - turknett

1 Turknett Leadership Group • www.turknett.com

ABC Pre-Employment

Assessments

Presented by

Turknett Leadership Group

2 Turknett Leadership Group • www.turknett.com 2 Turknett Leadership Group • www.turknett.com

Assessment for Hiring is Increasing

76% of organizations

with over 100 employees

use assessment tools for

hiring.

That number is expected

to increase to 88% over

the next few years.


With over 25 years’ experience, Turknett Leadership Group is an Atlanta based

Management Psychology and Leadership

Development firm

TLG helps organizations hire the best people,

identify and develop high potentials, and

create high-performing cultures for long-term business success

About TLG

http://www.turknett.com/



TLG Services


Turknett Leadership Group

Turknett Leadership Character Model ™ www.turknett.com 770.270.1723



Approach to Pre-hire Assessment

Collaboration and partnership

Job related

Well developed and validated assessment

instruments

Tailored – based on client needs regarding

speed, simplicity, and cost – with concern

for candidate experience

Flexible, but consistent


The Nuts and Bolts

Staff

TLG President and a senior level consultant will be initially

assigned to your account.

TLG has five full-time staff members, five long-term contract PhD

consultants, access to other consultants , and partnerships with

other strong I/O firms.

Billing

Each ABC entity will be set up separately in our accounting

system but will be connected to an umbrella ABC account

Each management assessment will be billed to the appropriate

person designated as the contact for that position

Reporting

Status reports can be sent at an agreed upon basis


Our Selection Process

Initial Organization/Culture Analysis

Position Analysis

Development of Selection Assessment

Battery and Interview Protocol

Report Design

Definition of Assessment and Reporting

Process

Confirm Process Roles and Responsibilities


Culture Analysis

GOAL: help TLG understand the organization

and key characteristics to ensure candidate fit

Review existing materials regarding ABC mission,

vision, values, competencies, etc.

Conduct interviews with key leaders and hiring

managers

Focus on current culture and consider any major

organizational change or future direction that might

impact candidate fit


Position Analysis

GOAL: Determine key competencies and

requirements for the target job(s)/position(s)

Review existing job/position related materials (e.g.,

job descriptions, performance appraisal forms, prior

position analysis results, etc.)

Use interview and survey methods to understand

competencies required for effective performance

Consider position as currently defined as well as any

“in the future” needs

Separate analysis is done for each position title

(several jobs can often be analyzed at same time)


Develop Assessment Battery

GOAL: Identify assessment tools that measure

knowledge, skills, and competencies required

for effective performance.

Review available assessment tools with proven track

record of measuring critical competencies.

Map tools to critical competencies.

Identify best set of assessment tools to cover critical

competencies considering: Comprehensive coverage of required knowledge,

skills, competencies without redundancy

Ease of administration, scoring, and reporting

Cost in terms of $ and time

Candidate experience


Types of Assessment Tools &

Methods

Interview

Work sample

Personality test

Cognitive – thinking ability test

Situational judgment test

Job knowledge test

Assessment Center (Leadership group discussion, simulation, role play – actual challenges)

Physical ability test

Multi-source (360) feedback (if internal candidate pool)


Types of Assessments Used in

Top Organizations

0 10 20 30 40 50 60 70

Multisource (360) ratings

Personality Inventories

Interviews

Biographical data

Role Plays/Simulations

Cognitive Abilities

Career Achievement Inventories

Assessment Centers

Motivational Fit

High Potentials

Senior Executives

Allan H. Church and Christopher T.

Rotolo, “How are Top Companies

Assessing Their High-Potentials and

Senior Management Executives: A

Talent Benchmark Study,” Consulting

Psychology Journal, 2013, Vol. 65, No. 3,

199-223


Example - designed for front line

ESQ


Example - designed for

management


Example - designed for

noting derailers

HDS – Hogan Development Survey


Examples of Assessment Tools

for Non-Management

Turknett Workstyle Inventory: A 5-factor

based personality test that has been

validated in applicant populations and is

linked to competencies for selection

Employee Screening Questionnaire (ESQ2): is

an assessment of conscientiousness,

integrity, dependability, and customer

service skills

Predicts applicants' probability of engaging

in various positive and negative work

behaviors



for Managers

Occupational Personality Questionnaire (SHL): An

assessment based upon preferred work behaviors.

Includes a report that summarizes how the

candidate’s preferred behavioral style is likely to

influence their performance on 20 universal

leadership competencies

Hogan Personality Inventory: A comprehensive,

business-based assessment of personality that is

specifically designed to predict occupational

success



for Managers

Hogan Motives, Values, and Preferences Inventory:

A measure of personal values that is used to assess

potential fit between an individual and the values

of the organization.

Hogan Development Survey: A personality

inventory designed to indicate risk factors that tend

to impede work performance

The risk factors identify specific performance

challenges that may be linked to validated

competencies of the job

Watson Glaser: A measure of critical thinking,

featuring a library of executive norms


Online Assessment Portal –

PAN Candidate Experience


Creating Assessment Batteries -

PAN


The Interview as an Assessment

GOAL: Collect information about the candidate to confirm and/or supplement data from other assessment tools.

Most pre-hire assessment processes include one or

more interviews.

Interviews can be: In person, over the phone, or digital.

Conducted by HR, a hiring manager, other

stakeholders, or an external consultant.

Conducted by an individual or a panel.

Critical characteristics of an interview: job/position

related and built to be as objective as possible.


Types of Interviews

Structured Behavioral Interview (SBI)

Created based upon the requirements identified for the

job. By using behaviorally based, validated questions and

scoring schemes, SBIs are one of the most reliable ways of

evaluating candidate competency levels and identifying the best fit for the job.

Life History Interview

Used to gauge a person’s work and personal history. Life history interviews are especially helpful to determine if a

candidate is a good cultural fit to the organization and has

values aligned with those of the organization.


The Report

GOAL: Combine data from all assessment

tools/methods in a user friendly way.

The optimal scheme for scoring and combining

data from multiple assessment tools depends on the

position and the goals of the organization.

A typical Non-Manager report includes only data

from quantitative assessment results.

A Manager report may include quantitative

assessment results and information from a TLG

conducted Structured Behavioral Interview

For Executive selection, reports include assessment

results and information from a Structured Behavioral

Interview and Life History interview.


The Report (cont’)

TLG creates reports that are user friendly and

available electronically.

If multiple assessment tools are combined, clients

may also choose to engage in a short verbal

debrief of the information with a TLG consultant.

Turnaround from completion of all assessment

tools/components to delivery of report will be

agreed upon in advance and may vary based on

complexity of the assessment process and the

number of candidates.


The Assessment Process

GOAL: Sequence all assessment and pre-

hiring components in a way that balances

efficiency and usefulness.

GOAL: Assign roles and responsibilities in a

way that creates a seamless process and an

excellent candidate experience.

There are pros and cons for placing assessment

tools early and later in the overall process.

TLG and ABC will collaborate to determine the

optimal process.


Assessment Administration

GOAL: Efficient, smooth, and error free.

Assessments are available for electronic

administration via the web.

Candidates receive easy to follow instructions that can be provided by ABC or TLG.

Note: Some cognitive/critical thinking tests are

best administered in person to minimize faking/cheating.

ABC and TLG work collaboratively to ensure

that any training needed for ABC personnel is provided.


Different Processes

Based on Level

The quantity and level of assessments used

are determined by the position

Non-manager, manager, and executive

level pre-employment projects will likely use

different assessments and follow different

processes

Interviewing and reporting is determined by

position as well


Let’s Talk About Rigor

A well developed, job related assessment

process

Will help ABC select the best candidates and

build a strong workforce

Will meet legal requirements

TLG uses scientifically developed assessment

tools that have been validated in a variety of settings.



Certain positions/jobs may require additional

steps in the development and validation process:

Large number of incumbents and hires

A customized assessment tool will be developed

In these cases, a local validation study may be

needed before or after the assessment tool is put into place. This would involve more

significant data gathering and analysis to

confirm the link between assessment results and job performance.



Documentation of how the assessment process

was created and is being used is a key element of rigor.

And…consistency in following the entire pre-

hire assessment process is just as important as

rigor in developing the process. Inconsistency

can lead to:

Inaccurate assessment

Reduced value of the assessment tools

A sense of unfairness among candidates

Legal challenge


Potential Pitfalls

TLG is sensitive to potential pitfalls of pre-hire

assessment processes. These include:

Unrelated to job

Overly subjective – not reliable; temptation to

select the “like me” candidate

Inconsistent administration or application of

results

Selection procedure that results in adverse

impact or disparate treatment

Using personality tests designed for development

in selection settings


Why Turknett Leadership Group?

We are not a one size fits all resource. We seek

to craft a solution that meets ABC’s needs excellently. We will not try to “fit you into” our prescribed tools

or process.

We will challenge you to create an assessment strategy and process with high standards.

We understand that this is ABC’s pre-hire system and you are in the driver’s seat. We will not try to sell you a “top of the line” system

that is more than you need.

We will point out pros and cons (risks)of various possibilities.


Why Turknett Leadership Group?

We have significant experience with many

assessment tools.

We do offer some proprietary assessment tools.

We are also very comfortable and willing to

create a system for you that uses tools from one

or more other vendors.

We seek true partnership and collaboration.

We are very flexible with regard to our level of

involvement.

We listen first…then we provide input, expertise,

and assistance.


Levels of Involvement

• Create Success Profile • Cluster jobs • Research assessment tools • Match tools with Success

Profile

Build

Administer & Report

Advise Select instruments

Create structured interview guide

Devise scoring scheme

Integrate tools

Sequence tools and define process

Contact candidate

Administer instruments

Conduct interview

Consolidate results

Deliver summary report

Debrief HR or Hiring Mgr

TLG involvement

may vary

• Across positions (e.g., more

involvement for

higher level

positions)

• Over time (e.g., as ABC gains

more experience

with tools)


Levels of Involvement

Advise

Create position success profile (key knowledge, skills, competencies)

Cluster jobs

Research assessment tools; match position requirements to tools

Build

Determine best combination of tools and scoring scheme

Develop structured interview guide

Integrate assessment results with interview protocol

Outline best sequencing of pre-hire steps

Administer and Report

Contact candidates for assessment and administers

Interview candidates

Consolidate results into report

Debrief HR/Hiring Manager

Ongoing Support

Feedback sessions for hired candidates

Monitor/track system and modify as needed

Leadership development (post onboarding)


Questions?

38 Turknett Leadership Group • www.turknett.com

Thank you!

culture and competing values - turknett

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