Specializing in professional coaching, leadership development & assessment services for executives, teams, individuals and organizations.
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Talent Assessments
Overview
An organization's success is intimately linked to the effectiveness of its high potential management talent and the success of integrating new leaders who come into the company from the outside, and the ability of these leaders to meet the current and future business needs of your organization.
Accelerating High Potentials
In concert with a firm’s Talent Review process our clients typically identify a select group of individuals who excel in their organizations. Such individuals can be assessed to help identify those development needs and challenges required for continued organizational success. Our outsourced, Talent Assessment Program provides the Company with an unbiased perspective of an individual or a senior team, and an opportunity to increase the effectiveness of the existing talent pool.
Recommendations are crafted to provide a number of developmental opportunities for the participants and a summary is provided to the sponsoring executive. The launch of a talent audit and assessment process and development initiative can be a powerful business tool to move the new enterprise forward.
Click here for a visual roadmap of the Talent Assessment process
First, meet with the sponsoring executive to determine the business needs that will be enhanced by conducting this program and insights to the potential participants that may undergo the process, which would also include an overview of key company success factors and cultural attributes.
Devise an introduction strategy for the sponsoring executive for Talent Assessment presentation for the participants.
Conduct an assessment of the designated client individual(s) in a face-to-face interview. Calibrate against key indicators and standards for leadership, performance and potential using structured interview guide and one on one dialogue, learn individual’s story and experience against:
- Critical success factors, skills/competencies
- Leadership factors
- Value-based criteria (company culture?)
- Individual’s learning continuum
- Personal Grounding - values, vision, grounding
- Personal Effectiveness - key skills, competencies
- Managing the Business - key skills, competencies
- Managing People - key skills competencies
- Leadership capability- dominant style
- Development Opportunities, recommendations
Identify through the assessment process - personal and leadership effectiveness and style, strengths, limits, gaps, concerns, and provide recommendations for current role, and areas for development opportunities.
Framework of the Assessment
The Interview Process - using a structured interview guide, individual interviews focuses on job history, work style, researched based core competencies, events that illustrate the individual’s basic characteristics for the current role.
Self Assessment
Experience and the research tell us leveraging any change in an executive or a team requires new information. The framework we use in our executive coaching practice, for helping managers improve their leadership capacity, their management skills, and interpersonal effectiveness, begins with a self assessment process. Whether working with managers adapting to greater responsibilities and span of control, or new leaders assimilating into new roles, or aligning with and developing their teams which addresses the dynamic relationship between a manager and their team, or adapting good management practices such as creating engagement, these are all based on a customized self assessment process designed to raise awareness and motivate the individual.
We use validated systems that are selected to reveal a person’s core values, their capacity to think and make value judgments, as values provide common denominators and include attitudes, beliefs, and preferences; and reveal their goals and interests (e.g. MVPI). This is important information for determining the kinds of environments in which they will perform best and the kind of culture the person will create as a leader.
As leadership is important when follower participation is needed and concerns building and maintaining a high-performing team, we measure potential in a report based on the Hogan Personality Inventory (HPI), which describes the individual’s strengths and developmental needs as a manager and executive – across several dimensions which addresses a different component of leadership performance.
Using a self assessment report (the Hogan Development Survey) that measures risk across eleven patterns of interpersonal behavior that tend to appear when a person is stressed, tired, or distracted, we bring to light potential derailers. Although these tendencies may limit peoples' careers, they are often unaware of them. The report provides insights about behavior that could potentially undermine or inhibit performance and highlights these tendencies so that they can be managed.
As required, we typically select additional self assessment tools to reveal an individual’s social style, communication style, as well as a customized self reflection diagnostic that includes the company’s and the manager’s goals for the executive coaching experience, current challenges, how they see others seeing them, areas of conflict, job/role satisfaction, what currently motivates them positively, and their initial developmental goals. The diagnostic also centers on establishing the individual’s personal leadership framework, the nature of their stakeholder relationships, and timely exercises that target strengths, job challenges and issues they face, and what their primary focus for the engagement might include in the coaching relationship.
This broad, comprehensive self assessment sets the stage for effectively leveraging new awareness and a desired level of motivation for targeting developmental areas with the support of a well qualified coach. Research tells us however, self assessment is likely not enough to leverage desired change and power of securing others’ perceptions provides a more complete picture and additional motivation, to secure needed and ]desired change and growth. Therefore, we suggest doing a 360 multi-rater assessment to complement the self assessment and further leverage change and developmental targets.
360 - Degree Multi-Rater Feedback -
Together with select self-assessment surveys, 360 multi-rater feedback enables individuals to have greater awareness of strengths, weaknesses and development areas and acquire greater leverage to target areas for change. Securing multi-rater feedback provides for the opportunity to receive performance feedback and understand how a manager’s effectiveness as an employee, coworker, or staff member is viewed by others.
We use, a range of instruments including existing in-house inventory, anecdotal data collection through one-on-one interviews, and/or, certification required standardized computer-based instruments such as, Clark-Wilson Task Cycle Inventory – which relates core competencies to operational performance and interpersonal relations; the Leadership Versatility Index (LVI) which measures two complementary pairs of leadership dimensions and executive versatility/balance; the Executive Profilor, used for accelerating high potentials.
The feedback report from these types of surveys incorporates responses from managers, direct reports, colleagues/peers, and as required, customers/clients. The 360 assessment contributes to the firm’s performance management system and formulation and implementation of the managers’ specific developmental action plan. Click here if you’d like more information about multi-rater 360 surveys.
16PF is a coach's tool that provides a framework for self-understanding and leadership development. The report helps assess the leadership participant's Problem-Solving Ability and five key personality dimensions - Influence, Emotional Resilience, Extraversion, Practicality, and Self-Control. Through a comparison of the participant's behavioral style to successful leaders, personal gifts and limits are identified, defined, and then explained through behavioral examples, including how a strength in one situation may be a limitation in another.
FIRO-B - provides a measure of interpersonal needs and one’s orientation in interpersonal relations.
MBTI - profiles sixteen types and includes one’s “preferred attitude” expressed in the conscious personality
Core Skills/Competencies - researched-based standardized core competency model, universal common denominators including eight critical success factors that drive work and performance and inform a model for leadership effectiveness.
The Feedback Process
Individual feedback is provided to participants including review of assessment inventories strengths, and opportunities for self- development.
We anticipate the boss will be involved in the feedback process and provide support for the team member’s ongoing development. Therefore, a brief meeting with the boss to discuss the audit outcome and management's perceptions of the executive and identify possible career options within the company is appropriate. This information will help ensure that the development discussions with the executive, factor in realistic and available opportunities for growth. It will also prepare the boss for the role they play in the process.
New Leader Integration
This process is also utilized for successfully integrating new external hires for key positions. Accelerating integration of the new leader ensures he or she gets up to speed in a productive manner, has a sense of the culture and key working relationships coming in. Typical challenges facing the new leader have to do with acquiring knowledge in a timely manner, establish new working relationships and managing expectations while maintaining personal equilibrium.
We work with leaders to mitigate transition challenges and avoid the traps associated with the new role such as falling behind the curve, attempting to do too much, getting isolated, over-relying on pre-existing skills and methods.
We provide executive coaching for the new leader across the transition period, as required and employ a systems approach to integration with emphasis on: utilizing and mastering learning technologies, including visioning, coalition building; and, managing oneself through increased self-awareness, maximizing personal leadership style, seeking advice and counsel, targeting early wins—all geared toward creating momentum, and meeting the challenges ahead. Key deliverables include a guided transition plan and a framework for taking charge and managing the process across the critical first six months with targeted milestones to establish leadership and credibility.
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