Selecting the Right People

CUPA HR 2010 SOUTHERN REGION CONFERENCE

Tampa, FL

New Tools in Employee Selection and Workforce Development

SELECTING THE RIGHT PEOPLE

PRESENTERS

Dale F. Campbell, Professor and Coordinator,

Higher Education Administration Program, University

of Florida

Les Krieger, President, Assessment Technologies

Group, a full service, industrial/organizational

consultancy that provides human resource decision

support

AGENDA

I. Projected Leadership Shortages

II. New Tools in Talent Management

III. Case Study in Employee Selection

IV. Talent Identification and Development

V. Implications – Q & A

PROJECTED LEADERSHIP SHORTAGES

RESEARCH

Higher Education’s Projected Leadership

Gap

Presidents Profile

60 years—Average age of presidents

61 years or older—49 percent of presidents

American Council on Education, 2006

RESEARCH

Chief Academic Officer Profile

Institutional Type Age Percent

Doctorate Granting 51 - 60 45.5%

61> 47.9%

Associate Granting51 - 60

51.1%61 > 27.4%

The CAO Census, American Council on Education, 2009

RESEARCH

The New Leadership Gap

Administrative Staff 11-25% 26>50%

Academic Affairs 39%13%

(Dir. Learning Resources, Institutional Research, etc.)

Student Affairs 31% 9%

(Registrar, Dir. Financial Aid, etc.)

Business Affairs 29%10%

(Dir. Accounting, Human Resources, etc.)

Campbell, D.F. (2006). “The New Leadership Gap: Shortages in Administrative Positions.” Community College Journal, Feb/Mar, 12.

RESEARCH

PR

OJE

CTED

RETIR

EM

EN

TS

2006-

2010

Selection Process Findings

Application Forms 93% 7%

Resumes 92% 8%

Pre-screening 55% 45%

Telephone Interviews 57% 43%

Structured Behavioral Interviews 45% 55%

Work Styles Questionnaires 7% 93%

RESEARCH

INITIAL SCREENING Used Not Used

Prediction of Job Success 1.0 = Perfect

ASSESSMENT METHOD Prediction

References0.10

Unstructured interviews0.25

Structured interview0.35

Work Styles Questionnaires0.40

Work sample tests0.46

Assessment center ratings0.60

Bain, N., and B. Mabey. (1999). The People Advantage: Improving Results through

Better Selection and Performance, 37.

RESEARCH

Emerging hiring tools used by

corporations could reduce costs

and increase the effectiveness

of a college’s hiring process

More than three-quarters

of colleges conduct their

own personnel searches

for leadership positions

Colleges rely almost

exclusively on reference

checks and interviews in

hiring

One-third of the colleges

offered no training to

their search committees

on interviewing

The New Leadership Gap

Facts Opportunity

New Tools in Talent Management

Bellwether Trends from Business

Business leaders employ a wider variety of assessment

tools to increase the probability of making a successful

hire

40 percent of medium-sized companies report using

work styles questionnaires, and 32 percent use

simulations in addition to interviews in hiring processes.

The Landscape

Dean of Enrollment Management & Registrar

CASE STUDY

Job Description Report

WORK PROFILING

Person Specification Report

Management Competencies Report

Outlines key tasks of the position

Can include behaviors observed to be part of job

JOB DESCRIPTION REPORT

Outlines person attributes Essential,

Important and Relevant to meeting

job objectives

PERSON SPECIFICATION

MANAGEMENT COMPETENCIES

Selecting the Next President of

Saddleback College

CASE STUDY

» OPQ provides an objective assessment of an individual’s

preferred work styles in relationships with people, thinking

styles, feelings and emotions

» Report provides a candidate’s self-assessment of his or her

preferred team, leadership and reporting styles

» Management Competency Profile includes Managerial,

Professional, Entrepreneurial and Personal Qualities

» Current industry standard used by more than 1,000

companies worldwide in employee selection and

development

OPQ: A Widely-Used Work Styles

Questionnaire

OPQ

21

TH I N KI N G S TY LE 1 2 3 4 5 6 7 8 9 10

prefers dealing with opinions and feelings rather than facts and figures, likely to avoid using statistics

Data Rat iona l likes working with numbers, enjoys analyzing statistical information, bases decisions on facts and figures

ANALYSIS

does not focus on potential limitations, dislikes critically analyzing information, rarely looks for errors or mistakes

Evaluat ive critically evaluates information, looks for potential limitations, focuses upon errors

does not question the reasons for people’s behavior, tends not to analyze people

Behav iora ltries to understand motives and behaviors, enjoys analyzing people

prefers changes to work methods, prefers new approaches, less conventional

Convent iona lprefers well established methods, prefers a more conventional approach

CREATIVITY AND CHANGE

prefers to deal with practical rather than theoretical issues, dislikes dealing with abstract concepts

Conceptua linterested in theories, enjoys discussing abstract concepts

more likely to build on than generate ideas, less inclined to be creative and inventive

Innovat ivegenerates new ideas, enjoys being creative, thinks of original solutions

prefers routine, is prepared to do repetitive work, does not seek variety

Var ie ty Seek ing prefers variety, tries out new things, likes changes to regular routine, can become bored by repetitive work

behaves consistently across situations, unlikely to behave differently with different people

Adaptab le

changes behavior to suit the situation, adapts approach to different people

more likely to focus upon immediate than long-term issues, less likely to take a strategic perspective

Forward Think ing takes a long-term view, sets goals for the future, more likely to take a strategic perspective

STRUCTURE

unlikely to become preoccupied with detail, less organized and systematic, dislikes tasks involving detail

Deta i l Consc ious focuses on detail, likes to be methodical, organized and systematic, may become preoccupied with detail

sees deadlines as flexible, prepared to leave some tasks unfinished

Consc ient iousfocuses on getting things finished, persists until the job is done

not restricted by rules and procedures, prepared to break rules, tends to dislike bureaucracy

Rule Fo l lowing follows rules and regulations, prefers clear guidelines, finds it difficult to break rules

accepts majority decisions, prepared to follow the consensus Independent Minded

prefers to follow own approach, prepared to disregard majority decisions

OPQ PROFILE

Profile = Resistance to Change

MAXXattain Scorecard

MAXXattain helps identify HIGH potential performers by:

Distilling work styles assessment complexity

Providing easy to read statistical and graphical format

HEADLINE NEWS REPORT

Executive Search Support Comparison

External Search Firm - focuses on recruitment and helping a college find a diverse and highly qualified pool of candidates

Prediction of Job Success: References (0.10), Interviews (0.25) Cost: $25,000 to over $100,000

FuturesLeaders-ATG - provides the science, technology and expertise to assist a college in conducting its own searches

Prediction of Job Success: Work Styles Questionnaire (0.40) Cost: $5,000 to $15,000

The CAO Census, American Council on Education, 2009

ROI

Avoid widely known assessment tools designed for

team building that do not have the reliability and

validity to be used in the hiring process

Adopting New Tools Unbundle your bid process if using executive

search firms, requiring bidders to demonstrate the

reliability and validity of their instruments to hold

up under legal challenge

Recommendations

Share how you are strengthening your college’s

hiring processes with your board of trustees

Strategic Imperatives for HR

Are you satisfied that your selection process will provide

you the highest return on investment and the best

prediction of a successful hire?

To what extent have the duties and responsibilities

changed for key leadership positions?

Is there an emerging leadership gap at your institution in

key leadership positions?

Discussion

Q & A

QUESTIONS