Hartman Value Profile

Victoria King, MSN, MHA, NEA-BC, Chief Nursing Officer

Tanya Cook, SPHR, System Executive, Human Resources

Memorial Healthcare System Houston, Texas USA

Recruitment – Late 1990s

Top Performing Organizations

• Talent-Minded

• Hire & Promote Top Performers

• Differentiation - Top Talent At All Levels

• Hire Best of the Best -Smartest – Best Schools

• Star Systems

Recruitment – Late 1990s

Top Performing Organizations

• Talent-Minded

• Hire & Promote Top Performers

• Differentiation - Top Talent At All

Levels

• Hire Best of the Best -Smartest –

Best Schools

• Star Systems

What Was Missing?

• Organizational Values &

Culture

• “How Smart” vs. “How To

Be Smart”

• Judgment Capacity

– Common Sense

• Morality

• Ethics

Morality & Ethics - The Enron Case

• Ultimate “Talent” Company

• Hired Best & Brightest – Top Universities

• 250 M.B.A.s/Year

• Highly Compensated

• Promotions

• Scandals

Collapse!!!

Memorial Hermann

• Values-Based Organization

• Discovered Hartman Value Profile Tool in 1992

• Part of Hiring Process

• Results

– Higher Performance

– Increased Quality of Patient Care

– Reduced Turnover/Vacancy Rates

Conservatively it is estimated that 25-33% of the reduction in turnover and

vacancy rates reflected below, was attributable to the consistent use of the

Hartman Value Profile as part of the process for filling all positions at all levels

across the System.

FY01 FY02 FY03 FY04

Hires 4878 4159 4284 3420

Terms 3626 3617 3516 2807

T.O. Total 25.5% 22.7% 18.7% 17.1%

T.O. Controllable 19.4% 17.8% 15.0% 13.1%

Vacancy 8.4% 5.3% 3.9% 3.8%

Time To Fill (No Data) 54.1 Days 43.6 Days 35.4 Days

Overall Recruitment & Retention Metrics

Similar reductions in the RN turnover and vacancy rates occurred after

beginning to use the Hartman Value Profile on a consistent basis as part of

hiring/selection process to fill vacant RN positions.

FY01 FY02 FY03 FY04

Hires 1106 1088 1377 1088

Terms 863 979 838 843

T.O. Total 22.1% 22.6% 17.9% 17.1%

T.O. Controllable 17.2% 17.3% 14.1% 13.1%

Vacancy 13.5% 8.9% 6.6% 5.3%

Time To Fill (No Data) 72.1 Days 55.1 Days 44.0 Days

RN Recruitment & Retention Metrics

Hartman Value Profile History

• Robert S. Hartman & Mario Cardenas Trigos constructed Hartman Value

Profile (HVP) according to the hierarchy of values developed in The

Structure of Value.

• The HVP is an axiological inventory that measures a person's capacity to

make value judgments concerning the world and one's self. It consists of

two parts:

– Part 1 is a list of 18 items pertaining to the world, and

– Part 2 consists of 18 phrases related to the self.

Measurement

• To complete the HVP, a person is asked to rank the items in Part 1 from

best to worst and the phrases in Part 2 from most agree to least agree.

• Results reflect an individual's own preferences, which are measured

against the objective scale given by formal axiology.

• Measurement is very precise, yet practically it allows for almost infinite

variety.

Results

• The results of the HVP are derived from logical mathematical norms, and

they are not based on the values of any specific population or group. It is

not a "test" to be passed or failed; and the results have no bias with

respect to sex, age, race, creed, or any other socio-cultural classification.

• Honesty is the best criterion for obtaining accurate results.

The HVP is especially useful for the

following:

• It complements interest & aptitude tests for high school & college-aged

students to help discover their strengths/weaknesses and to help with

their choice of career paths.

• Executives, managers, & employers responsible for others will find it

useful:

– for discovering the strengths and weaknesses of their associates &

potential employees

Furthermore

• for identifying areas where additional training may be needed;

• for building work teams and groups,

• for measuring group morale and spirit,

• for determining suitability for promotions

• for retaining existing employees and hiring people who are likely to stay in

their jobs, thus cutting down significantly on replacement and training

costs, and

• in accident prevention

Capacity to Make Good Judgments

• Intrinsic

– People Skills

• Extrinsic

– Task Ability

• Systemic

– Big Picture

Part I – Judgment Factor Measures

• Intuitive

• Tolerance

• Trainability

• The “bigger picture”

• Reaction

• Realism

• Caring

• Work Ethic

• Decision Making

• Problem Solving

• Resources

• Focusing

• Follow directions

• Stress

• Summative Index

Part II - Judgment Factor Measures

• Self-regard

• Meaningfulness

• Value

• Organizational Principles

• Reaction

• Internal Dialogue

• Practical Problems

• Global Moral

• Sense of importance

• Self-Criticism

• Conflict Avoidance

• General Moral

• Stress

• Summative Index

HVP

• Application

• Initial Application

• Team Building

HVP Stage Types –

Nursing Leadership & Support Staff

1 Planning

2 Organizing

3 Maintaining

4 Counseling

5 Diplomacy

6 Listening

7 Control

8 Processing Work

9 Efficiency

10 Communicating

11 Delegating

12 Developing

People/Potential

13 Balanced

• 1 –

• 2 – Cheryl

• 3 – Melanie

• 4 – Forstine, Ashley

• 5 – Sue, Jody

• 6 – Jacquie, Mary

• 7 – Edmund

• 8 –

• 9 – Melanie

• 10 – Wendy, Jody

• 11 –

• 12 – Tami, Liz, Victoria, Jacquie

• 13 – Edmund, Victoria, Wendy

Intrinsic

People skills – Human element

• Being able to read people

• Relational judgment

• Home – Spouse/Child – Servant Leadership

Mary(2) Jacquie(5)

Liz(6) Tami(6)

Sue(7) Wendy(7)

Victoria(9)

Extrinsic

Task Orientation – Tactical • Process oriented

• Efficient, effective, economical

• Work ethic – trainable, dependable

• House – Employee/Customer – Task Oriented Leadership

Forstine(6)

Tami(6)

Liz(6)

Victoria(9)

Melanie(9)

Systemic

Big picture – Visioning • Consequences and implications

• Planning

• See the forest for the trees

• Abstract, conceptual

• A=W+L – Homo Sapien – Strategic Leadership

Edmund(7)

Cheryl(11)

Victoria (2)

INT Part I – Problem Solving – Decision Making

A person’s capacity to see that which is relevant in complex situations in the external world, the capacity to experience broad spectrums of information, process and synthesize that information and derive a careful evaluation.

0-7 Very Well Developed:

Jacquie(1)

Edmund(1)

Wendy(1)

Victoria(2)

Melanie(3)

Tami(3)

Mary(4)

Liz(5)

Forstine(7)

8-14 Well Developed:

Cheryl(9)

Sue(11)

Team Score: 4

INT% Part I – Customer Service

A person’s capacity to deal with difficult people, to retain a positive degree of control and direction of situations in which difficult people try to dominate.

• Creative, directive patience

0-10 Very Well Developed:

Jacquie(5)

Edmund(5)

Wendy(5)

Victoria(8)

11-20 Well Developed:

Melanie(11)

Tami(14)

Mary(20)

21-30 Above Average Development:

Liz(23)

Forstine(23)

Cheryl(26)

31-40 Average Development:

Sue(32)

Team Score: 16

DIM% Part I Realism/Idealism • A person’s tendency to be realistic or idealistic

• No good/bad or strong/weak on this scale

0-10 Very Realistic (the way things are):

Victoria(4)

Edmund(9)

Wendy(9)

11-20 Realistic:

Melanie(18)

21-30 Slightly Realistic:

Cheryl(24)

Sue(24)

Forstine(30)

41-50 Slightly Idealistic:

Tami(50)

51-60 Idealistic

Liz(64)

61+ Very Idealistic (the way things should be):

Mary(80)

Team Score: 32

DI Part I - Focus A person’s ability to hold concentration in the midst of distractions

0-3 Very Well Developed

Melanie(0)

Victoria(1)

Jacquie(2)

Edmund(2)

Wendy(2)

Tami(3)

4-7 Well Developed:

Liz(4)

Forstine(5)

Cheryl(6)

Sue(7)

8-11 Above Average Development:

Mary(8)

Team Score: 4

DIM-E Part II Reality of Work

• The degree to which work is seen as a positive fact of life

• “I get to work” vs “I have to work”

0-7 Very Well Developed:

8-14 Well Developed:

Victoria(8)

Melanie(9)

Tami(9)

Sue(9)

Forstine(11)

Jacquie(14)

Edmund(14)

15-21 Above Average Development:

Mary(15)

Cheryl(16)

Wendy(17)

Liz(19)

Team Score: 13

INT% Part II Self-criticism

• Score measures the intensity of a person’s self-expectation

0-10 Very Well Developed:

11-20 Well Developed:

21-30 Above Average Development:

Tami(23)

31-40 Average:

Victoria(31)

Sue(31)

Cheryl(32)

Forstine(34)

Wendy(34)

Melanie(36)

Mary(38)

Liz(40)

41-50 Below Average Development:

Jacquie(41)

Edmund(43)

Team Score: 35

In Summary, the Hartman Value Profile satisfies the following criteria:

It is objective.

• does not ask respondents to describe themselves.

• It has them perform a task and analyses their decision-making pattern.

It cannot be biased.

• Unlike most other assessments, there is no indication in the items that allows someone to influence the score. Since the output depends on sophisticated mathematics, the assessment merely picks up the pattern of thinking the person is actually using. If someone attempts to manipulate the profile, a report will not be generated.

It does not invade one's privacy.

• The respondent is asked nothing about themselves other than how they would rank sets of items. There is no reference to their childhood or their personal behavior or their private life.

It has been validated in a business environment.

• Validity and reliability testing was based on Dollar General Corporation's entire workforce of over 40,000 people.

It does not discriminate.

• There is no difference in scores between races, genders, and age levels. The same bell curves were found with each group.

It measures what is centrally relevant to aa organization's performance: a person's thinking and decision making process.

• HVP makes no assumptions about a person based on information they give about themselves. It measures simply, directly, & accurately, the pattern of that person's thinking process.

The Hartman Value Profile is unique.

• Organizations recognize that the objectivity and accuracy of this profile put it in a category by itself.

It has been reviewed and qualified by academic institutions.

• Georgetown, Harvard, Princeton, Vanderbilt, Yale & Memorial Hermann/University of Texas.

Take the Hartman Value Profile The profile consists of two parts. Make sure you read the instructions before

proceeding to the Hartman Value Profile.

• The website address is:

https://secure1.mhhs.org/hvp/intro.asp?SRC=K&AL=Z&uid=349

• Once you’ve completed the Hartman Value Profile, please email

Shauna.Brannon@Memorialhermann.org to let her know you have

completed the Hartman Value Profile and will need to receive your results.

• You will receive your results within 5 business days.