Strategic HR Partner Assessment (SHRPA) Feedback Results

Transcription

1 Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright Assessment Plus, Inc.

2 Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how the SHRPA is designed Part II, the Interpretive Guide, explains what you should be considering when examining your report results. Part III, Your Results, with respect to your competencies and roles Part IV, the Individual Development section, assists you in analyzing your scores and forming an Individual Development Plan Please read through each section carefully so as to allow you to gain the maximum development possible.

3 PART I The Strategic HR Partner Assessment Model TM

4 The SHRPA Model Using meaningful language, the SHRPA enables Corporate Development professionals to shape and direct their behaviors to better drive organizational goals. Based on the practical experiences of HR leaders, observations from consultation practices, and research undertaken by Linkage, the SHRPA helps individuals clarify their roles as strategic business partners and target their development efforts.

5 HR Expertise SHRPA Competency and Roles Definitions HR Optimizer: Facilitates business success by improving effectiveness and efficiency, removing obstacles, and by streamlining HR policies and processes Talent Leader: Leads HR by articulating its potential value, encouraging innovation, and by translating business strategies into actionable HR objectives and solutions to achieve results Execution Results : Ensures HR initiatives are successful by defining outcomes, clarifying responsibilities, managing assignments, meeting deadlines, and delivering quality results Change Agent: Leads, supports, and champions change by encouraging employee understanding and commitment, and by identifying and managing resistance to change Mastery Trust Builder: Inspires trust through confidence, poise, respect for others, and a commitment to inclusion and fairness Systems Thinker: Understands root causes and systemic issues by asking provocative questions, surfacing assumptions, and through open-minded analyses using varying conceptual frameworks and points of view Business Acumen Metric Analyst: Understands and uses metrics, financial concepts, and analytic frameworks to improve HR and business results Strategic Integrator: Uses understanding of the industry and the organization s processes, culture, risks, and initiatives to drive organizational results Relationship Management Leadership Coach: Constructively challenges, counsels, and supports leaders to understand talent trends, consider implications, see new possibilities and achieve business performance goals Partnership Developer: Builds and leverages a broad network to stay aware of needs, cultivate support, understand capabilities and enhance organizational collaboration

6 PART II Interpretative Guide

7 Reading and Interpreting Your Results Your SHRPA report has been carefully designed to detail your results in a simple, easy-to-read fashion that offers an analysis of your consulting roles and competencies across several levels. Whether examining scores on a very specific or very general level, you should find that the results generalize to a variety of situations. When examining your results, remember that your scores are represented in both graphic and numerical fashion) with respect to each competency and each role. The scale for each is (lowest) to 5 (highest). More specifically, the scale, as indicated on the SHRPA, is as follows: 5 = 4 = Very 3 = = Slightly = Not at all

8 Report Sections A Competency Summary This section averages all item ratings within a competency by the self and all rater responses. The N signifies the total number of responses received for all items in each respective competency. B Role Summary This section averages all item ratings within a role by the self and all rater responses. The N signifies the total number of responses received for all items in each respective role. C Role Summary (Ranked by Rating) This section averages all item ratings within a role by all raters and sorts them by the resulting average for highest to lowest. The N signifies the total number of responses received for all items in each respective role. D Item Results Graphical and numerical data regarding ratings for each specific item are depicted by rater group. E Gaps Items in which the ratings between the rating and the average ratings of other groups are greater than 30% are listed here. The gaps are provided for each rater group. F Highest and Lowest Rated Items The items with the highest and lowest ratings from all raters are provided in this section. The number of items listed is determined as a percentage of the total number of items in the assessment instrument. If the average is within the highest 0% of the scale, the item will not be displayed as a low rating. If the average is within the lowest 0%, the item will not be displayed as a high rating. G Comments Comments from your raters are categorized by rater group. Comments will not appear on aggregate reports.

9 Rater Response The numbers below represent the number of completed surveys submitted by each rater group prior to the deadline. Please note that these numbers do not necessarily reflect the number of responses you received on each item as some individuals may not have given you feedback on every item. These figures only represent completed, submitted assessments. Report N Nominated N Response Rate (Sample) 00.00% 00.00% % % % % TOTAL % For non-anonymous rater groups such as,, ratings will be shown if at least one assessment has been submitted. To preserve anonymity, our processing program will not display responses from anonymous rater groups (e.g.,, ) with fewer than three submitted surveys. If fewer than three surveys have been received from a rater group, their ratings will be combined with those of another rater group. Your report will indicate which groups have been combined. For any single item with fewer than three responses in a rater group, Insufficient Responses will appear for that item in lieu of data.

10 How to Read Your Report HROptimizer EXPERTISE Symbol Key Positive Gap Negative Gap 3 Not at all Slightly 3 4 Very Streamlines HR processes to minimize employee burden Competency Heading This is the competency into which the items are grouped. In this example, HR Expertise is shown. Symbol Key This key will be useful in determining the meaning of different symbols used throughout the report. The horizontal arrows indicate significant gaps, either positive or negative, between the rating and the average rating from any other rater group. 3 Scale In the above example, the rating scale used is a 5-point scale ranging from Not at all to. 4 Item Results This graph shows the results by rater group for a specific item. This and other similar items create a role. 5 Rater Groups These titles depict the different rater groups that provided feedback. In this example, responses from the participant s Manger,,,,, and the participant (labeled as ) are shown. 6 Mean Bar The bars graphically depict the average of the ratings for each rater group. In this example, the average of the ratings from is 3.5 for the item. The vertical line indicates the rating. This line is included so that participants can easily see the differences between their rating and the ratings of others. 7 Distribution The numbers above each mean bar show the number of ratings provided for each point on the rating scale for that particular rater group. In this example, four responded to the item. Of those, three provided a rating of and one a rating of Very.

11 PART III Your Results SHRPA Competencies and Roles

12 Competency Summary Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 HR EXPERTISE EXECUTION SELF MASTERY BUSINESS ACUMEN RELATIONSHIP MANAGEMENT Section A Page Copyright Assessment Plus, Inc.

13 Role Summary Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 HR EXPERTISE HR Optimizer Talent Leader EXECUTION Results Change Agent SELF MASTERY Trust Builder Systems Thinker Section B Page Copyright Assessment Plus, Inc.

14 Role Summary Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 BUSINESS ACUMEN Metric Analyst Strategic Integrator RELATIONSHIP MANAGEMENT Leadership Coach Partnership Developer Section B Page 3 Copyright Assessment Plus, Inc.

15 Role Summary (Ranked by Rating) Not at all Slightly 3 4 Very 5 Leadership Coach 3.98 Change Agent 3.79 Results 3.76 HR Optimizer 3.40 Metric Analyst 3.39 Talent Leader 3.38 Partnership Developer 3.34 Systems Thinker 3.9 Trust Builder 3.05 Strategic Integrator.94 Section C Page 4 Copyright Assessment Plus, Inc.

16 HR EXPERTISE Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: HR Optimizer Streamlines HR processes to minimize employee burden Continuously searches for and identifies methods to increase the efficiency of HR administration Tailors HR administrative systems (e.g., payroll, benefits, etc.) to the processes of the organization Section D Page 5 Copyright Assessment Plus, Inc.

17 HR EXPERTISE Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 6 Identifies and removes obstacles to employee performance Recognizes and minimizes employee-related legal risks and compliance issues Section D Page 6 Copyright Assessment Plus, Inc.

18 HR EXPERTISE Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Talent Leader Translates broad company strategies into actionable HR objectives Establishes a positive vision of how HR can contribute to the business Encourages new thinking on ways that HR can support business success Section D Page 7 Copyright Assessment Plus, Inc.

19 HR EXPERTISE Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 4 Develops HR initiatives that have the potential to improve business results Supports business by crafting HR initiatives in alignment with key business objectives Section D Page 8 Copyright Assessment Plus, Inc.

20 EXECUTION Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Results Establishes clear and relevant standards of success Holds self and others accountable by clarifying expectations, required outcomes, and deadlines Balances multiple projects and priorities to successfully manage initiatives Section D Page 9 Copyright Assessment Plus, Inc.

21 EXECUTION Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 7 Tracks and reports progress against project commitments, timelines, and quality requirements Follows projects through to completion to ensure client satisfaction Section D Page 0 Copyright Assessment Plus, Inc.

22 EXECUTION Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Change Agent Clarifies and communicates the critical steps for change Focuses time and effort on those activities that are most critical to successful change Anticipates and effectively works through resistance to change Section D Page Copyright Assessment Plus, Inc.

23 EXECUTION Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 4 Works with leaders to support individuals and groups through difficult changes Engages others in change initiatives to build commitment Section D Page Copyright Assessment Plus, Inc.

24 SELF MASTERY Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Trust Builder Builds an environment of trust by consistently encouraging honesty and mutual respect Displays comfort, calm, and confidence when interacting with people at all levels of the organization Treats stakeholders with respect, regardless of role or responsibility Section D Page 3 Copyright Assessment Plus, Inc.

25 SELF MASTERY Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 8 Gains others' trust by striving for fairness and equity when making judgments Builds trust through sensitivity to cultural or national differences Section D Page 4 Copyright Assessment Plus, Inc.

26 SELF MASTERY Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Systems Thinker Explores multiple perspectives to understand problems before defining solutions Asks thoughtful questions to help understand or diagnose issues Searches for the underlying, systemic causes driving a problem Section D Page 5 Copyright Assessment Plus, Inc.

27 SELF MASTERY Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 43 Displays rigor and discipline in thinking through poorly defined issues Engages others to uncover assumptions underlying conclusions or actions Section D Page 6 Copyright Assessment Plus, Inc.

28 BUSINESS ACUMEN Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Metric Analyst Applies basic knowledge of financial concepts (e.g., ROI) to better understand the effects of programs, policies, and processes Follows corporate financial metrics (e.g., revenue and profitability) to shape appropriate solutions Considers the potential financial benefits and risks associated with talent decisions Section D Page 7 Copyright Assessment Plus, Inc.

29 BUSINESS ACUMEN Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 9 Expresses ideas using appropriate business and financial terms Analyzes key business measures to understand human resource trends Section D Page 8 Copyright Assessment Plus, Inc.

30 BUSINESS ACUMEN Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Strategic Integrator Has an in-depth knowledge of different departments' cultures and operations Displays a credible understanding of how departments contribute to the organization's core work processes Draws on understanding of the organization's culture to help guide decisions Section D Page 9 Copyright Assessment Plus, Inc.

31 BUSINESS ACUMEN Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 44 Follows industry and competitor trends to anticipate talent opportunities and threats Uses understanding of the organization's strengths and weaknesses in planning or decision making Section D Page 0 Copyright Assessment Plus, Inc.

32 RELATIONSHIP MANAGEMENT Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Leadership Coach Confers with leaders to build shared insights into talent strengths and weaknesses Engages leaders in conversations to learn from organizational successes and failures Helps leaders identify opportunities for individual and organizational growth Section D Page Copyright Assessment Plus, Inc.

33 RELATIONSHIP MANAGEMENT Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 0 Speaks to leaders on difficult issues, even when personally risky to do so Tactfully challenges leaders to think differently or develop insights Section D Page Copyright Assessment Plus, Inc.

34 RELATIONSHIP MANAGEMENT Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 Role: Partnership Developer Has a network of relationships, coalitions, and alliances across the organization Maintains a broad and active network of relationships through formal and informal channels Cultivates relationships to gain understanding of the interests and needs of key stakeholders Section D Page 3 Copyright Assessment Plus, Inc.

35 RELATIONSHIP MANAGEMENT Symbol Key Positive Gap Negative Gap Not at all Slightly 3 4 Very 5 45 Engages the "right people" to get things done Proactively persuades key stakeholders to support efforts Section D Page 4 Copyright Assessment Plus, Inc.

36 Positive Gaps: Item appears in other high lists in this section Not at all Slightly 3 Very 4 5 Gap 35 Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer] Establishes clear and relevant standards of success [Results ] Engages leaders in conversations to learn from organizational successes and failures [Leadership Coach] Establishes a positive vision of how HR can contribute to the business [Talent Leader] Develops HR initiatives that have the potential to improve business results [Talent Leader] Asks thoughtful questions to help understand or diagnose issues [Systems Thinker] Displays rigor and discipline in thinking through poorly defined issues [Systems Thinker] Engages others to uncover assumptions underlying conclusions or actions [Systems Thinker] 4.00 Section E Page 5 Copyright Assessment Plus, Inc.

37 Negative Gaps: Item appears in other low lists in this section Not at all Slightly 3 Very 4 5 Gap 3 Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] Clarifies and communicates the critical steps for change [Change Agent] Considers the potential financial benefits and risks associated with talent decisions [Metric Analyst] Has an in-depth knowledge of different departments' cultures and operations [Strategic Integrator] Proactively persuades key stakeholders to support efforts [Partnership Developer] Section E Page 6 Copyright Assessment Plus, Inc.

38 Positive Gaps: Item appears in other high lists in this section Not at all Slightly 3 Very 4 5 Gap 39 Draws on understanding of the organization's culture to help guide decisions [Strategic Integrator] Establishes clear and relevant standards of success [Results ] Supports business by crafting HR initiatives in alignment with key business objectives [Talent Leader] Asks thoughtful questions to help understand or diagnose issues [Systems Thinker] Cultivates relationships to gain understanding of the interests and needs of key stakeholders [Partnership Developer] Section E Page 7 Copyright Assessment Plus, Inc.

39 Negative Gaps: Item appears in other low lists in this section Not at all Slightly 3 Very 4 5 Gap 50 Proactively persuades key stakeholders to support efforts [Partnership Developer] Anticipates and effectively works through resistance to change [Change Agent] Considers the potential financial benefits and risks associated with talent decisions [Metric Analyst] Section E Page 8 Copyright Assessment Plus, Inc.

40 Positive Gaps: Item appears in other high lists in this section Not at all Slightly 3 Very 4 5 Gap 39 Draws on understanding of the organization's culture to help guide decisions [Strategic Integrator] Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer] Section E Page 9 Copyright Assessment Plus, Inc.

41 Negative Gaps: Item appears in other low lists in this section Not at all Slightly 3 Very 4 5 Gap 45 Engages the "right people" to get things done [Partnership Developer] Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] Helps leaders identify opportunities for individual and organizational growth [Leadership Coach] Analyzes key business measures to understand human resource trends [Metric Analyst] Section E Page 30 Copyright Assessment Plus, Inc.

42 Positive Gaps: Item appears in other high lists in this section Not at all Slightly 3 Very 4 5 Gap 40 Cultivates relationships to gain understanding of the interests and needs of key stakeholders [Partnership Developer] Displays comfort, calm, and confidence when interacting with people at all levels of the organization [Trust Builder] Engages leaders in conversations to learn from organizational successes and failures [Leadership Coach] Tactfully challenges leaders to think differently or develop insights [Leadership Coach] Section E Page 3 Copyright Assessment Plus, Inc.

43 Negative Gaps: Item appears in other low lists in this section Not at all Slightly 3 Very 4 5 Gap 3 Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] Section E Page 3 Copyright Assessment Plus, Inc.

44 Positive Gaps: Item appears in other high lists in this section Not at all Slightly 3 Very 4 5 Gap 35 Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer] Engages others to uncover assumptions underlying conclusions or actions [Systems Thinker] Cultivates relationships to gain understanding of the interests and needs of key stakeholders [Partnership Developer] Section E Page 33 Copyright Assessment Plus, Inc.

45 Positive Gaps: Item appears in other high lists in this section Not at all Slightly 3 Very 4 5 Gap 35 Maintains a broad and active network of relationships through formal and informal channels [Partnership Developer] Section E Page 34 Copyright Assessment Plus, Inc.

46 Negative Gaps: Item appears in other low lists in this section Not at all Slightly 3 Very 4 5 Gap 3 Treats stakeholders with respect, regardless of role or responsibility [Trust Builder] Section E Page 35 Copyright Assessment Plus, Inc.

47 Highest Items: Question Role 36 Encourages new thinking on ways that HR can support business success Talent Leader Establishes clear and relevant standards of success Results Applies basic knowledge of financial concepts (e.g., ROI) to better understand the effects of programs, policies, and processes Metric Analyst Helps leaders identify opportunities for individual and organizational growth Leadership Coach Holds self and others accountable by clarifying expectations, required outcomes, and deadlines Results Section F Page 36 Copyright Assessment Plus, Inc.

48 Lowest Items: Question Role 8 Gains others' trust by striving for fairness and equity when making judgments Trust Builder Follows industry and competitor trends to anticipate talent opportunities and threats Strategic Integrator Proactively persuades key stakeholders to support efforts Partnership Developer Develops HR initiatives that have the potential to improve business results Talent Leader Supports business by crafting HR initiatives in alignment with key business objectives Talent Leader.75 Section F Page 37 Copyright Assessment Plus, Inc.

49 Comments C What knowledge and skills are contributing to this individual's current career successes? No comments submitted. No comments submitted. No comments submitted. No comments submitted. No comments submitted. No comments submitted. C What is preventing this individual from contributing more strategic value to the organization? You might want to consider both external barriers as well as personal capabilities. No comments submitted. No comments submitted. No comments submitted. No comments submitted. Section G Page 38 Copyright Assessment Plus, Inc.

50 Comments C What is preventing this individual from contributing more strategic value to the organization? You might want to consider both external barriers as well as personal capabilities. No comments submitted. No comments submitted. Section G Page 39 Copyright Assessment Plus, Inc.

51 PART IV Development Plan

52 Development Planning Development planning will ensure that your current insights will actually help you to further develop as an HR/OD professional. This final step will allow you to use what you ve learned to plan to address your development needs and leverage your strengths. Follow the directions below to complete the Addressing Development Needs and Leveraging Strengths sections on the last two pages of this report. Directions:. Write your goals in the first column. These should be based on the your high and low scores, differences between rater groups, and differences between your self evaluation and others evaluation of your performance and role importance scores. Target no more than three goals for addressing development needs and three goals for leveraging strengths. More goals than that will hinder your ability to focus on all of them. Be as specific as possible in writing your goals. For example, Improve my ability to deal with tension between team members from different functions is much more useful than Improve my facilitation skills.. In the second column, explain why each goal is important to you. Having a clear sense of why your goals are important should help you maintain your focus on achieving them. 3. In the third column, explain the actions you will take to achieve each goal. What you ll do/change now: The specific things you can do or start immediately to begin achieving your development goals. They may involve, for example, further self-awareness exercises or resolutions to immediately change specific behaviors. Other developmental activities: These are the longer-term activities and changes that you plan to make. They may, for example, involve books to read, courses to take, projects to attempt, or coaching you would like to receive. 4. In the fourth column, explain what support you need from others in terms of time and/or resources. What, specifically, will you ask for? Note: Having a coach you trust and respect may be the single most important factor in achieving your development goals. A coach can support you with regular check-in meetings or periodic feedback on an as-needed basis. He or she may also be able to provide resources such as time off for training, access to experts, and so on. The

53 coach may be your manager or someone else with whom you have a good relationship and who can help you reach your development goals. 5. Finally, think about the obstacles you will encounter in reaching your goals and what you can do to avoid or overcome them. Two of the most common are: Lack of time. If time is a problem, you might try to identify certain timeefficient practices you can use on an everyday basis. You might also try setting aside a regular block of daily, weekly, or monthly time that you will spend working toward the goals you have set. Lack of support. The best remedies in this case are to identify a coach, as discussed above, and/or colleagues who have similar goals and want to work together to achieve them.

54 Sample Plan for Addressing Development Needs Development Goals Why the Goals Are Important Actions I Will Take to Achieve Them Support Needed Improve my ability to facilitate teams, especially my ability to deal with tension and conflict among members from different functions. The redesign team for the performance management system kicks off in three weeks, and there will probably be problems between the line people and those from staff. Unfortunately, I scored relatively low on powerful facilitation. What I ll do/change now: Ask Jack to start coaching me immediately on how he manages teams. Other activities and completion dates: Read Getting to Yes by end of month. Attend the next available conflict resolution training from Conflict Resolution Consulting. Approval of time and funding for attending training. Improve my understanding of the manufacturing side of the business. I d like to take on a generalist assignment in Manufacturing within the next months. What I ll do/change now: Start reading the Wall Street Journal regularly. Other activities and completion dates: Look into the possibility of spending a day or so a month on the line. Consider taking some targeted business courses locally. Get coaching from Ellen about what courses to take and where. Tuition reimbursement for courses? Lack of time! Obstacles to Reaching Goals Steps to Overcome Them Discuss with Ellen the possibility of temporarily reducing to 3 hours/week and/or offloading the assessment project.

55 Sample Plan for Leveraging Strengths Goals for Leveraging Strengths Why the Goals Are Important Actions I Will Take to Achieve Them Support Needed Coach others about techniques for assessing the impact of training and development of technical professionals. We re hiring lots of IS people right now, especially in tech support. Because of the shortage of IS people in the market, we re forced to lower our selection standards. But our internal technical training group is inexperienced and may not be able to keep up with the demand. What I ll do/change now: Speak with Jack in Technical Training about coaching some of his people. Other activities and completion dates: By the end of May, I will conduct a full audit of formal training and development programs and make suggestions for improvements. Jack s willingness to bring me in as a coach. Approval of time and funding for sitting in on the training sessions. Act as a mediator between departments that are being merged (managers are competing for resources). The organization is going through a lot of change right now. As departments merge, there is competition for time, people, space, and supplies. To make sure these mergers go smoothly, we need someone to help facilitate the process. What I ll do/change now: Have informal conversations with the managers of the departments being merged to discover their needs and concerns. Other activities and completion dates: Create a formal schedule that walks managers through the entire merger process and details what actions they need to take. Work through the schedule together to help facilitate the merger. Cooperation of the affected managers. Obstacles to Reaching Goals Lack of desire to change existing relationships/processes. Steps to Overcome Them Candid discussions with primary stakeholders to win their support.

56 Development Plan: Addressing Development Needs Development Goals Why the Goals Are Important Actions I Will Take to Achieve Them Support Needed Obstacles to Reaching Goals Steps to Overcome Them

57 Development Plan: Leveraging Strengths Goals for Leveraging Strengths Why the Goals Are Important Actions I Will Take to Achieve Them Support Needed Obstacles to Reaching Goals Steps to Overcome Them