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Presented to:. Overview. In a recent survey of over 500 top private and publicly held companies, the following were confirmed as the biggest talent management challenges: Acquiring key talent Retaining key talent Increasing workforce productivity Succession planning

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Presentation Transcript
overview
Overview

In a recent survey of over 500 top private and publicly held companies, the following were confirmed as the biggest talent management challenges:

  • Acquiring key talent
  • Retaining key talent
  • Increasing workforce productivity
  • Succession planning
  • Building leadership capability
  • Driving behavioral change in the organization
overview3
Overview
  • Haworth has selected HR Chally and their representative Advantage Performance Group to assist in our sales and leadership selection process.
  • The Chally assessment tools used by Haworth have been customized for our dealer network and are now being offered to assist you in the selection of dealer principals and sales managers.
  • Dealers who choose to use Chally’s assessment process will receive four assessments annually under Haworth’s dealer program.
objectives for today
Objectives for Today
  • Overview of Chally and the assessment
  • Effectively using the assessment for selection
  • Understanding the Dealer Principal Profile
  • Review Sample Reports
  • Understanding the Results
about chally
About Chally
  • Founded in 1973 through a grant from the U.S. Justice Department
  • In-depth assessment and performance data on over 300,000 effective performers
  • In excess of 200 studies conducted to create a database of 156 validated work performance skills
  • A predictive solutions for management, sales, technical, customer care, and administrative positions
  • Today Chally serves clients from small to large to global with client results representing…
    • Up to 30% reduction in turnover
    • Up to 35% increase in employee productivity
    • 85%+ accuracy in identifying effective performers
the chally assessment
The Chally Assessment
  • Assessment items were written to avoid face-validity in order to minimize one’s ability to contrive or manipulate results
  • Accuracy of the measures was insured by the rigor of the statistical process to develop them rather than item content
  • Research has shown that results remain consistent over time if assessment-taking approach or mindset is held constant
the chally assessment7
TheChally Assessment
  • 288 question assessment, no matter the position
    • Available in 13 languages, questions modified for cultural differences
    • Does not have to be taken in a controlled environment
    • Takes 45-60 minutes to complete (not timed)
    • True/False and multiple choice questions
  • 4 sections
    • Self-Descriptive Index
    • Motivational Analysis Profile
    • Sales Orientation
    • Mental Abilities Test (additional 36 questions only included when assessing against a management level profile)
the chally assessment8
The Chally Assessment

An Effective Selection System Should Include -

what is a profile
What is a Profile?
  • A select group of skills that statistically differentiates top and bottom performers for a specific position
  • The Chally assessment compares an individual against one of Chally’s validated profiles (or a customized profile created for a client) and measures whether the individual is predicted to be successful in a specific role based on their scores on job skills that research has shown are critical for success in that role
  • It’s not about finding “superstars,” it’s about NOT hiring “mismatches”
the predictive profile
The Predictive Profile

How does Chally know that the skills within a profile are predictive?

  • Follow-up research on major Chally assessment users finds that:
    • 85-90% of candidates “Recommended” perform well
    • 75-80% of candidates “Not Recommended” do not succeed on the job
selected profiles
Selected Profiles
  • Dealer Principal
summary of skills dealer principal
Summary of Skills – Dealer Principal
  • Project Approach
  • Profit Conscious in a Management Role
  • Takes Initiative in a Business Unit
  • Develops Technical Competence
  • Takes Responsibility For Results as an Entrepreneurial Manager
  • Ability to Learn the Business
  • Directs and Controls Others in a Business Unit
  • Practical Intelligence
  • Analytical Ability
dealer principal
Dealer PrincipalPredictive Position Profile

Creating a High-Performance Organization

dealer principal14
Dealer PrincipalPredictive Position Profile

Creating a High-Performance Organization

predictive position profile
Predictive Position Profile

Dealer Principal

Creating a High-Performance Organization

dealer principal16
Dealer PrincipalPredictive Position Profile

Creating a High-Performance Organization

dealer principal17
Dealer PrincipalPredictive Position Profile

Creating a High-Performance Organization

dealer principal18
Dealer PrincipalPredictive Position Profile

Creating a High-Performance Organization

predictive position profile19
Predictive Position Profile

Dealer Principal

Creating a High-Performance Organization

predictive position profile20
Predictive Position Profile

Dealer Principal

Creating a High-Performance Organization

predictive position profile21
Predictive Position Profile

Dealer Principal

Creating a High-Performance Organization

the assessment report
The Assessment Report
  • Individual Skill Scores
    • 50% or higher = Strength
    • 40-49% = Coachable or Developmental
    • Below 40% = Not natural, requires a “work around”
  • Capacity versus Capability
  • Capacity = the potential as measured by the predictive skill score
  • Capability = actual experience and knowledge that supports the skill potential
the assessment report23
The Assessment Report
  • Bottom-Line Recommendation
    • Recommended
      • Average of skills is above 50%
    • Recommended with Concerns
      • Average of skills is 50% to 65% with one or more scores under 30%
    • Not Recommended
      • Average of skills is less than 50%
sample manager report
SAMPLE MANAGER REPORT

MANAGER ASSESSMENT REPORT

slide25

Bottom-Line Recommendation

  • Recommended
  • Recommended if concerns addressed can be resolved
  • Not recommended

Describes the candidate’s candor in responding to questions

The Position Job Skills

Sample Manager Assessment Report

slide26

Definition of skill and graphic rating of level of competence

Practical coaching tips for training and development

Prediction of typical on-the-job behaviors and limitations

Sample Manager Assessment Report

slide27

Motivation or habit that is very evident in the candidate (+70% or -30%) compared to other successfully employed individuals

Suggestions for a manager to best focus and motivate the candidate

Sample Manager Assessment Report

how do i interpret this report
How Do I Interpret This Report?
  • The typical successful person has some very strong features and, therefore, by necessity, will have some equal and opposite weak features.
  • The information gained can be used to highlight areas where coaching and training can help the individual be more successful.
sharing assessment results candidate
Sharing Assessment Results - Candidate
  • Because the assessment is only one part of your selection decision, it is not recommended that results be shared with candidates
  • Common mistakes:
    • Manager mentions that the candidate “failed that test”
    • Candidate is told they weren’t recommended without providing any context
    • Candidate given a copy of the report with no explanation of results!
  • Chally recommends that results be shared with new hires as part of their on-boarding and development process
next steps
Next Steps
  • Dealers interested in using the Chally assessment process should contact Dedria Moore. Email her deemoore@chally.com and provide the following information:
  • Upon receiving your user ID and password you will be receive instructions on how to order assessments online.
  • For ordering assistance, contact Dedria Moore at 1-800-254-5995.