© development dimensions int’l, inc., mmxiii. all rights reserved. 11 where leadership assessment...
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© Development Dimensions Int’l, Inc., MMXIII. All rights reserved.11
Where Leadership Assessment Centers Are Going and
How They Will Get There
Presented by:
William C. Byham, Ph.D.Chairman & CEO
Development Dimensions International, Inc.March 2013
Improvements in Selection/Promotion Accuracy and Development Success
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Agenda• What organizations want from leadership assessment centers• Four ideas on how assessment centers need to change• Questions anytime and at the end
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1. Accurate and understandable information on leadership and management strengths and weaknesses of candidates for key positions.
Organizations want:
Of 12,000 senior leaders, only 32% rate their bench as strong
12,000 leaders participating in DDI’s Global Leadership Forecast 2011
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1 in 3 Employees Feel Their Frontline Supervisor is Ineffective as a Leader
Source: DDI Global Leadership Forecast, 2011
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2. Help to speed learning and application of new skills—change behavior.
Organizations want:
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63% of First- and Mid-Level Managers Feel
Their Leadership
Development is INEFFECTIVE
Source: DDI Global Leadership Forecast, 2011
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3. Better, more obvious links with training and development solutions.
Organizations want:
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Organizations want:
4. Reliable assessment judgments when people are assessed by different assessors—often in different locations.
Fairness
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5. Decrease in total assessment center costs.
Costs are holding back the use of assessment centers!
• Participant time
• Assessment center operations
• Travel, hotels, etc.
• Feedback, follow-up
Organizations want:
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Four Ideas
Idea #1
Change Assessment Center Targets
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Part II
Part III
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Career Planning
Training and Development Needs
Assessment
SelectionOrganizational
Alignment/Observation/
Coaching
Training/Development
Promotion/Placement
SuccessionPlanning
PerformanceAppraisal
Compensation
Integrated Talent Management Systems Built Around Competencies
Competencies
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But now I feel that I was wrong about focusing only on competencies for assessment and development…
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I now believe that we have to go deeper into our analysis of behavior to…
KEY ACTIONS!
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A competency
is a behavior!
A competency is a collection of behaviors that relate to effective job
performance.
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Influencing Others Decision Making
DDI Calls the Behaviors within a Competency
“Key Actions”
B B
B B
BB
B
BB
B
B
BB
B
B
B B
B
B
B B
B
Coaching Delegating
B = Behaviorally-defined Key Actions
B
B
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Advantages of Assessing at the Key Action Level
1. More accuracy—higher validity2. Better understanding of why a person is
recommended or not3. More precise development insights—
where an individual should focus during training and development
Actionable!!
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Resolving Workplace ConflictKey Actions• States purpose and importance• Clarifies the issues• Stays focused on resolution• Develops others’ and own ideas• Remains open to all sides• Initiates action• Close – check for understanding and
agreement
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Is Assessment at the Key Action Level Possible?
• 10 target competencies
• 5 Key Actions per competency
• 5 Observations per Key Action
• Key Actions reduced by overlap of some Key Actions
Assessment Targets
10
50
250
120 - 150
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Interaction EssentialsSM
B = Behaviorally-defined Key Actions
B = Behaviorally-defined Key Actions which are Interaction Essentials
B B
B B
BB
B
BB
B
B
BB
B
B
B B
B
B
B B
B
Coaching Delegating
B = Behaviorally-defined Key Actions
B
B
Influencing Others Decision Making
Inter-correlation of leadership and management competencies = 0.63n=38,912
WHY?
Job Performance
Co
ach
ing
Dec
isio
n-M
akin
g
Del
egat
ing
Infl
uen
cin
g
Interaction Essentials (That Meet Personal and Practical Needs)
Source: DDI Analysis of Cross-Organizational Database of Performance Ratings, 2011; n=19,157
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Correlation of Essentials with job performance—higher than any
single competency.
.32
Source: DDI Analysis of Cross-Organizational Database of Performance Ratings, 2011; n=19,157
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First- and Second-level Management Proficiency in Interaction EssentialsSM
n = 4,141 US managers who went through Manager Ready.
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First- and Second-level Management Proficiency in Interaction EssentialsSM
n = 2,191 Chinese managers who went through Manager Ready.
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Recognizing that there is an overlap in competency
Key Actions, makes it possible to target Key
Actions rather than competencies.
Idea #2
Electronically Capture Assessee Behavior
• Audio• Video• Computer
responses
Idea #3
Use Human Assessors Where They Make the Greatest Contribution – Use Algorithms Everywhere Else
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Assessors• Observe behavior• Rate Key Actions
Algorithms• Combine behavior observed in
different simulations into Key Action ratings
• Key Action ratings into competency ratings
• Competency ratings into overall ratings
Competency: Decision-Making; Key Action: Judgment
Observation 1
Observation 2
Observation 3
Observation 4
People Problem
Numbers/Facts
People Problem
Numbers/Facts
Key Action Scores on 1 – 5 Scale
2
5
1
4
Assessor Rating of Judgment
Situation
Algorithms Look for Patterns Missed in Most Assessment Centers (e.g., Situational Insights)
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Algorithms Have Always Been Accepted by the International Congress on Assessment Center Methods
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ReliabilityFairness
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• Pinpointed Key Action assessment targets
• Specialization of assessors• Extensive training• Every 10th assessor’s
judgment independently checked
• Assessors get constant in-depth feedback
How to Have Very High Reliability at Key Action Level
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Criterion Validity of Ideas 1, 2, and 3 (Combined)
Study Validity
AT&T (multiple studies in 1960s)1 .37 (median)
Meta-Analysis (1987)2 .37
Meta-Analysis (2003)3 .36
.40
1. Thornton & Byham (1982, Assessment Centers and Managerial Performance)2. Gaugler, Rosenthal, Thornton, & Benston (1987, Journal of Applied Psychology, 72, 493-511)3. Arthur, Day, McNelly, & Edens (2003, Personnel Psychology, 56, 125-154)
Assessment Center that Incorporates Ideas 1 & 2
(2010)
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Summary: Advantages of Focusing Assessors and Using Algorithms in Assessment Centers
• Validity increased• Reliability vastly increased• Important situational insights uncovered
that will increase training effectiveness• Decreased costs
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Training and Development
Idea # 4 Connect Assessment Insights
with Development Activities
• Provide a “fix” for things assessed
• Save money by not training people on what they know or are good at
• Take advantage of Key Actions to speed training
• Provide multiple practice opportunities where Key Actions overlap—most important Key Actions
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Interaction EssentialsSM
B = Behaviorally-defined Key Actions
B= Behaviorally-defined Key Actions which are Interaction Essentials
B B
B B
BB
B
BB
B
B
BB
B
B
B B
B
B
B B
B
Coaching Delegating
B = Behaviorally-defined Key Actions
B
B
Influencing Others Decision Making
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How Development Components Are Linked
Determination of focus Key Action development needs based on assessment report and
discussion with manager
Training to learn and practice focus needs
Deliberate Practice with manager or others
Follow-up development and reinforcement to assure training sticks
Adoption of Key Actions into ongoing personal skill set
“10”
“20”
“70”
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Ongoing Practice and Measurement of Key Actions
• Reminders of key learnings and forms provided in training
• Additional simulations for more practice
• Games to build skills• Ways to collect ongoing
feedback (Social Media)
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Advantages of Linking Assessment with Training and Development
• Focuses training and development efforts• Guides deliberate practices• Motivates learners (understand need)• Speeds training and development• Decreases training and development
costs• Makes assessment and training/
development into an integrated system
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Is the Effort Worth It?
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Proof that Key ActionsCan Be Developed
Improvements after Training
n= 2,637 leaders and 4,120 of their managers, colleagues, and direct reports.
Per
cent
of t
rain
ees
disp
layi
ng b
ehav
iors
ofte
n
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How did I do on the organizational wants?
1. Understand bench strength2. Speed learning and development3. Link assessment and development4. Provide fair and reliable judgments5. Decrease total assessment center costs
Questions
Comments
Concerns
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Thank you.
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Manager Ready®
U.S. Patent Pending
• Identifies candidates for first and second-level management positions
• Defines development needs
• Supports Human Capital Management
• Speeds training and learning
Manager Ready®
U.S. Patent Pending
• 9 target competencies, 3.5 hours
• Day-in-the-life experience, realistic job preview
• Participants respond by typing memos, completing forms, making decisions in game-like simulations involving planning and fact-finding
• Open-ended responses
• Scored by highly-trained assessors
Continued
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