TSS - Turbocharged Screening And Selection

PredictiveIndex®

“Turbocharged Screening & Selection”

Better, Faster Personnel Decisions4/15/10

Creating Confident Organizations

Paul DumouchelleManagement Consultant

[email protected]

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Strategy

ExecutionAlignment

Creating Confident OrganizationsThe Triangle of Confidence

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Strategy

WHAT ARE OUR GOALS?

• Mission• Values• Vision• Objectives

Execution

HOW WILL PEOPLEACHIEVE OUR GOALS?

• Motivation & Coaching• Teamwork• Innovation• Change Management• Sales Skill Training

AlignmentWHO WILL ACHIEVE OURGOALS?

• Hiring and Selection• Leadership Development• Organizational Structure• Performance Metrics• Succession Planning

Creating Confident OrganizationsThe Triangle of Confidence

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AlignmentWHO WILL ACHIEVE OURGOALS?

• Hiring and Selection• Leadership Development• Organizational Structure• Performance Metrics• Succession Planning

Turbocharged Screening & Selection& Alignment Challenges

Just as turbocharging an engine provides more power with less fuel,

“TSS” provides a more-efficient approach to more-effective PI use in

the Hiring, Selection and other alignment processes.

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Turbocharged Screening & SelectionA Five-Step Process

Turbocharged Screening & Selection (TSS) involves building a methodical approach to generating superior and consistent results in matching people to work. The method consists of five phases: 1.Developing an Ideal Personality Target (Job PRO)2.Validating the PRO with Incumbent Analysis3.Creating & Using a “Job Matching Scoresheet”4.Designing Interview Questions for Fits & Gaps5.Evaluating Candidates’ Responses to Questions

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The TSS method consists of five phases: 1.Developing an Ideal Personality Target (Job PRO)2.Validating the PRO with Incumbent Analysis3.Creating & Using a “Job Matching Scoresheet”4.Designing Interview Questions for Fits & Gaps5.Evaluating Candidates’ Responses to Questions

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Step OneDeveloping an Ideal Personality

Target

To systematically match people to work we need a personality assessment tool that can be used in the hiring process.

ADVISA uses the Predictive Index® system (PI). The PI system includes an online process that generates a pattern which describes the behaviors we’re looking for in a particular job – this is called the “PRO.”

With the PRO we define the behavioral target of a theoretically “ideal” performer.

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Step One: Convert the Ideal Personality Target into a Job “PRO”

We typically begin with this theoretical target based on:• The Job Description, including Performance Measures• Incumbent input• Management judgment

These inputs are converted into the “language” of PI using expert advice provided by either an internal expert (typically HR or OD) or ADVISA.

Today, we will use an example for an “Innovation Leader” in a manufacturing company.

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Step One Completed:Innovation Leader Job PRO

Key Behavioral Attributes of this Pattern:• Communication Style: Telling first, Selling secondary• Decision-Making Approach: Risk Taker• Drive for Goal Attainment: Strong• Team Orientation: Secondary to Goal Attainment• Sense of Urgency: Very Impatient

Original PRO

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The TSS method consists of five phases: 1.Developing an Ideal Personality Target (Job PRO)2.Validating the PRO with Incumbent Analysis3.Creating & Using a “Job Matching Scoresheet”4.Designing Interview Questions for Fits & Gaps5.Evaluating Candidates’ Responses to Questions

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Step Two: Incumbent Analysis to Validate PRO

We validate the PRO by using PI assessment results from our current employees in the position.

The key analysis is to link personality traits measured by PI with individual job-performance ratings.

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This analysis can be done in a variety of ways: Quantitative – This involves a standard statistical regression analysis of performance vs. personality.

Qualitative – We conduct the same performance vs. personality comparison but with smaller sample sizes and correspondingly greater use of judgment.

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Step Two: Quantitative Summary Example

PI and “Sample”Job Performance: In the order of most statistical impact, “Samples” with superior job performance are differentiated by:

Wider A>C spread: Pro-active, strong initiative, self-motivated.

Lower C: Sense of urgency, quick, restless. Comfortable with change and multi-tasking.

Higher A: Confident, independent, assertive, self-starter.

Wider D>C spread: Conscientious, thorough, precise, concerned with the accuracy of details, strong follow-up.

Note that each of these four findings are statistically significant at p<.05 or better, meaning that there is only a 5% probability (or even less) that the finding appeared merely by chance.

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Step Two: Qualitative Example

Original PRO

Average of Bottom Performers

Average of Top Performers

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Incumbent analysis provides real world validation that our theoretical “Ideal Personality Target” as defined in the Job PRO is accurate.

Depending on the results, we would adjust our “Original PRO” based on what we learned from incumbent analysis.

For our “Innovation Leader” example no adjustment is necessary.

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In addition, this process will highlight those personality elements that are “Most Critical” for success. In some jobs, for example, decision-making may be more important than communication style.

In that case, we put greater weight on a candidates’ decision-making approach in evaluating whether they fit the job.

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In our “Innovation Leader” example we have opposite relationships on the A:D combination – Top Performers are Highest A & Low D while Bottom Performers are Lowest A & Highest D. Thus, A:D is a “most critical” element.

Average of Top Performers

Average of Bottom Performers

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Step Two Completed: Incumbent Analysis to Validate PRO

By validating our “Ideal Personality Target” in the Job PRO we simplify selection by prioritizing key characteristics thus leading to better focus and faster decisions.

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The method consists of five phases: 1.Developing an Ideal Personality Target (Job PRO)2.Validating the PRO with Incumbent Analysis3.Creating & Using a “Job Matching Scoresheet”4.Designing Interview Questions for Fits & Gaps5.Evaluating Candidates’ Responses to Questions

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Step Three: Introduction -Job Matching Scoresheet

Evaluating many candidates’ personality profiles involving multiple personality factors and comparing them to an “Ideal Personality Target” in the Job PRO is a complex process.

The “Job Matching Scoresheet” simplifies the process without losing the analytical power provided by all this valuable information.

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Step 3: Innovation LeaderJob Matching Scoresheet

Job Matching ScoresheetValidated PRO

ElementIndividual PI

Result Most CriticalA > D

High A NAHigh B NALow CLow D NA

Max of 5 Max of 2Total Max of 7

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Step 3: Innovation LeaderAssessment Scale

Sample Scale for Combined Total0 to 1 Very Weakly2 to 3 Weakly4 to 5 Somewhat

6 Strongly7 Very Strongly

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Step 3: Innovation LeaderScoring Candidates

Candidate for Innovation Leader

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Step 3: Innovation LeaderScoring Candidates

Job Matching ScoresheetValidated PRO Element Candidate PI Most Critical

A > DHigh A 1 NAHigh B 1 NALow C 1 1Low D NA

3 1Total 4


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Step 3: Innovation LeaderAssessment Scale

Sample Scale for Combined Total0 to 1 Very Weakly2 to 3 Weakly4 to 5 Somewhat

6 Strongly7 Very Strongly


Our candidate scores a “4” – which is only “Somewhat” of a match.

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Step Three Completed: Job Matching Scoresheet

Our Assessment Scale puts our candidate at a “Somewhat” score, indicating there are several gaps between their personality and the PRO.

If we interview the candidate we will use this information to put special emphasis on the key gaps to really dig into how serious an issue this may create. In addition, having a single number to represent the level of personality fit with the job makes it easier to compare multiple candidates and rank them on this measure.

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Step Three Completed: Job Matching Scoresheet

The Job Matching Scoresheet allows us to:

• Quickly analyze candidates’ fit with the PRO• Identify where gaps exist• Rank multiple candidates on personality fit• Focus interviews on key issues

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Step Four: Introduction -Designing Interview Questions

Once we develop the Scoresheet we have defined the qualities we’re seeking in candidates for the job.

This provides a roadmap for developing an interview guide with targeted questions about those qualities.

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Step Four: Behavioral Interview Questions

In preparing questions we follow the behavioral questioning principle that past behavior is the best indicator of future actions.

Our questions get candidates to describe their past behaviors with open-ended behavioral questions.

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Step Four: Selecting Categories for Interview Questions

To prepare interview questions we have to categorize the qualities identified in the PRO. For Example:• A > D = Comfortable with Risk in Decision Making• High A = Strong Drive for Goal Attainment• Low C = Strong Sense of Urgency, Very Impatient

Original PRO

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Step Four: Selecting Behavioral Interview Questions

We prepare questions for each category of behavior identified in the PRO. We include this as the standard interview – even when a candidate fits the PRO.

Low C“Strong Sense of Urgency, Very

Impatient”

1. What kinds of pressure do you feel in your current (or most recent) position? How do you deal with them?

2. Tell me about a specific time when you had a series of tasks that had conflicting deadlines – how did you complete them in a timely manner?

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Step Four: Selecting Behavioral Interview Questions for “Gaps”

Exploring gaps identified in the Job Matching Scoresheet is an important part of the process.

After all, we’ve invested considerable time in describing what we’re looking for in the job.

When a gap occurs it indicates the personality assessment has identified a mismatch on that personality element.

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It is important to remember that not all gaps are created equal.

Some may be so important and so strong as to place a candidate at the very bottom of the priority ranking. Others may be relatively unimportant.

In most cases, we want to conduct a targeted probe with the candidate regarding the mismatch to determine if they can address the personality mismatch with learned behaviors.

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PRO Result

Individual PI

Result

Hiring Manager Gap FeedbackPosition: Innovation Leader

A > DD > A(1 of 3

Positions)

The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT . . .


Feedback to Hiring Managers on Gaps includes:• Reinforcement of the PRO result• Selection of the appropriate PI result (from 3 Options)•Specific language regarding the severity of the Gap and recommended probing question (see next page)

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PROIndividual PI Result

Hiring Manager Gap Feedback

A > DD > A

High D & Low A

The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT this person’s PI indicates they are conservative, cautious and need to follow “a book” to ensure details are right. Pay special attention to judgment and decision making skills. Additional probing question for this area: Tell me about a time you came up with a new and untried solution to a challenge.


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PRO Result

Individual PI Result

Hiring Manager Gap FeedbackPosition: Innovation Leader

A > D

D > AHigh D & Low A

The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT this person’s PI indicates they are conservative, cautious and need to follow “a book” to ensure details are right. Pay special attention to judgment and decision making skills. Additional probing question for this area: Tell me about a time you came up with a new and untried solution to a challenge.

D > ABoth High

The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT this person’s PI indicates they need “a book” while pursuing results. Pay special attention to judgment and decision making skills. Additional probing question for this area: Tell me about a time you came up with a new and untried solution to a challenge.

D > ABoth Low

The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement BUT this person’s PI indicates they are more of a cooperative and supportive team member who is casual about details. Pay special attention to judgment and decision making skills. Additional probing question for this area: Tell me about a time you took the initiative to create positive change all by yourself.


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Step Four Completed: Designing Interview Questions

Using the Job Matching Scoresheet to identify personality fits and gaps simplifies the process of determining where a candidate might be good for a job, or, face a particular challenge in a job.

Developing the questions in advance allows interviewers to quickly conduct probing evaluations that will determine a candidate’s potential.

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Step Five: Introduction -Evaluating Candidates’ Responses

Preparing to ask better questions, of course, is only half the battle. The other half is to ensure your interviewers know what to LISTEN for.

The target has already been determined in our work on the gap questions – we take the first sentence of the Hiring Manager Gap Feedback and reformat this as a response assessment.

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Step Five: Evaluating Candidates’ Responses

For example – with regards to the behaviors identified in the A:D relationship (risk taking), we’ve identified the following as most-critical to success:

“The position requires someone who is independent, self-confident, and comfortable with risk while demanding goal achievement . . .”

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Instruction regarding response assessment can then be prepared along these lines:

“Look for examples in the candidates’ responses on judgment and decision-making that demonstrate independence, self-confidence, and comfort with risk while demanding goal achievement.”

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For example – one question regarding risk is: “Tell me about a time when you had to make a difficult decision on the spot – talk me through your thought process and tell me how you came upon your decision.”

One possible candidate response is shown on the following pages.

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“In my last job my primary objective was to reduce costs by 5% within 90 days. During my first meeting with my team I decided to switch suppliers for a key component immediately. My predecessor didn’t want to change suppliers because of our current vendor’s long relationship with us and record of reliability. The new supplier had been approved by engineering, manufacturing, purchasing – everyone – but people hesitated to make the change. I knew I had to set a new tone for the group if we were going to achieve our goal – so I decided right then and there to make the switch and we started implementation actions right away. This was a key element of our success in beating the goal.”

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The response on the previous page would rate highly because the candidate demonstrated:

• Independence: deciding when others hesitated• Self-Confidence: decisive action in their first meeting• Comfort with Risk: going with a new supplier• Demands Goal Achievement: the entire response was

framed in the context of the person’s goal

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It is important to note that high-quality responses when a candidate has a gap between the PRO and their PI demonstrate the candidate has the potential to fulfill the job’s requirements despite the gap.

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Step Five: Completed – Evaluating Candidates’ Responses

Clarifying expectations on candidate responses accelerates and simplifies candidate evaluation by allowing the interviewer to clearly categorize candidates’ responses as either adequate, or not.

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Turbocharged Screening & SelectionConclusion

“TSS” provides a more-efficient approach to more-effective PI use in the Hiring, Selection and other alignment processes.

PredictiveIndex®

Turbocharged Screening & SelectionConclusion

TSS” provides a more-efficient approach to more-effective PI use in key personnel decisions because:1.Our “Ideal Personality Target” in the validated Job PRO simplifies selection by prioritizing key characteristics.2.The Job Matching Scoresheet speeds analysis of candidates’ PRO fit, identification of gaps, ranking multiple candidates and defines interview focus.3.Developing questions in advance allows interviewers to quickly conduct evaluations to determine potential.4.Clarifying expectations on candidate responses allows the interviewer to clearly categorize candidates’ responses as either adequate, or not.

TSS - Turbocharged Screening And Selection

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