Using assessments as a strategic part of training

Training Line Managers to Training Line Managers to be better people developersbe better people developers-using an Assessment as a -using an Assessment as a strategic tool in the processstrategic tool in the process

Anne SandbergAnne Sandberg

WCODWCOD

A major challenge in modern A major challenge in modern organizationsorganizations

• To recruit the best possible people • To retain people successfully by a variety of

means• To optimize people’s contribution (“round pegs

in round roles”)• To continually coach, train and develop people• To increasingly engage line managers in all of

the above in order to:

Win the “war” for talent

What are the options to Develop What are the options to Develop line managers?line managers?

• Direct coaching• Practice Projects• Assessment centre approach• Training courses• Seminars/conferences

Or…• A competency based

assessment approach

What are Assessments and how What are Assessments and how can they help us in Development?can they help us in Development?

•An assessment is a simple methodology by which we survey individuals to make a determination of some kind. This may be in relation to:•Personality/Temperament•Attitudes/Values•Style/Behavior•Skill/Competence•General preferences

How are Assessments How are Assessments typically used?typically used?

• In areas such as– Recruitment/Selection– Appraisals/Performance mgt– Teambuilding

• And increasing in Overall Development– Career development– Coaching/Mentoring– 360 Degree feedback

How can an Assessment help me to How can an Assessment help me to assist line managers in becoming assist line managers in becoming

better people developers? better people developers?

• By offering an overall template for understanding what is required of them

• By focusing on core “people development” competencies

Why use a competency based Why use a competency based assessment approach?assessment approach?

• Line managers “discover” what is required of them via the questions asked

• The integrated competency set to be developed is “revealed”

• The line managers relative abilities are directly measured (by self or later via 180 or 360 degree feedback)

• Direct explanation or interpretation of high or low scores is available to read

• General development suggestions are provided

The New “People Development The New “People Development Effectiveness Profile”Effectiveness Profile”

• A self-scoring competency based instrument to help determine a person’s ability to help other people to learn, grow and develop their long term career.

The New “People Development Effectiveness Profile”The New “People Development Effectiveness Profile”

-What does it aim to achieve?-What does it aim to achieve?

• Developing people is essentially about investing the interest and effort needed to create a climate in which people feel that it is safe to learn and in which they can see possibilities for personal growth and greater fulfillment at work

• This questionnaire has been designed to be a self-scoring assessment instrument to help individuals to understand more about their relative skills or abilities

The New “People Development Effectiveness Profile”The New “People Development Effectiveness Profile”

-What does it cover?-What does it cover?• Our research has shown that there are seven key

skill areas or competencies that contribute to good (or bad) people development skills. These are:– People assessment ability – Rapport building skills– Constructive feedback giving ability– Forward path identification skills– Empowerment ability– Motivational ability– Coaching ability

The “People assessment The “People assessment ability” competencyability” competency

• People Assessment Skills looks at the ability to make a reasonable appraisal of another individual's needs in terms of his or her possible future development.

• Sample questions: This person…– Asks questions about individuals’ personal interests and

preferences– Correctly identifies areas in which individuals need coaching or

development – Is knowledgeable about organizational career paths and

opportunities that are available

The “Rapport building skills” The “Rapport building skills” competencycompetency

• Rapport Building Skills looks at the extent to which you create a positive climate for people development communication and demonstrate an understanding of the other person’s viewpoint and feelings.

• Sample questions: This person…– Makes him or herself available and regularly accessible for

people to talk– Avoids sarcastic or overly critical comments about

people’s performance– Is sensitive to people’s feelings

The “Constructive Feedback The “Constructive Feedback Giving Ability ” competencyGiving Ability ” competency

• Constructive Feedback Giving Ability looks at the extent to which you offer useful and constructive feedback on performance that is genuinely accepted and acted upon.

• Sample questions: This person…

– Provides concrete and specific examples to clarify performance expectations

– Actively demonstrates how things could be done in alternative ways

– Communicates directly and frankly without excessive “sugar coating”

The “Forward path identification The “Forward path identification skills” competencyskills” competency

• Forward Path Identification Skills looks at the extent to which you look for, identify and appreciate the various development and career paths that are available and appropriate to an individual.

• Sample questions: This person…– Generates on-the-job opportunities for individuals to

develop key skills– Stays up-to-date about new and emerging

opportunities in the workplace– Networks with colleagues to learn about possible

short term assignments and projects

The “Empowerment ability” The “Empowerment ability” competencycompetency

• Empowerment Ability looks at the extent to which you give people the freedom or the room to determine how they might go about achieving a personal goal or challenge.

• Sample questions: This person…

– Inspires people to take charge of their own career development plan

– Supports people who make minor mistakes in trying something different

– Avoids unfair criticism or punishment when people try their best

The “Motivational Ability ” The “Motivational Ability ” competencycompetency

• Motivational Ability looks at the extent to which you can apply a variety of methods and techniques to help an individual to 'stretch' him or herself to develop and grow in his or her work.

• Sample questions: This person…– Takes the time and effort to find out each individual’s

primary motivation– Encourages people to solicit feedback about

themselves from their peers– Invites individuals to become intolerant of mediocrity

in themselves or others

The “Coaching Ability ” The “Coaching Ability ” competencycompetency

• Coaching Ability looks at the extent to which you provide guidance and support to people who may benefit from your expertise, wisdom and business knowledge.

• Sample questions: This person…

– Recognizes situations in which a mentoring approach would be beneficial

– Enjoys encouraging people’s development and growth

– Takes a long term interest in several individuals’ development or longer term career

What to do with the What to do with the assessment resultsassessment results

• Let line managers reflect and then develop their own plan for next steps

• Follow up with one-to one discussions or coaching conversations

• Use the assessment as a basis for a training program

• Create work/project assignments to allow people to develop skills in weaker competency areas

SummarySummary• Helping line managers to become better people

managers can be done in a number of ways• An assessment led approach is fast,

comprehensive and cost effective• Using assessments helps to focus other

initiatives • Assessments create a continuous learning

culture• The new “people development profile” is one

competency based example of an assessment that could be used.