With cooperation of Master Job Profile Director HR Information Management Prepared by www.nielsongroup.com 972.346.2892
With cooperation of Director, HR Information Management Master Job Profile Master Job Profile Director, HR Information Management Job Description Position Overview Key Accountabilities Measures of Success TriMetrix HD Master Job Report Introduction Key Characteristics Job Competencies Hierarchy (25 Areas) Rewards/Culture Organizational Role Behavioral Acumen Indicators Key Competency Detail Job Competencies Feedback Rewards/Culture Feedback Behavioral Feedback Interview Questions Competencies Interview Questions Rewards/Culture Interview Questions Behavioral Interview Questions cnielson@nielsongroup.com (972) 346-2892 www.nielsongroup.com
Updated on 3/30/2012 3:38 PM Director/Manager HR Information Management Reports to: Chief HR or IT Executive Position Overview The HRIM Director/Manager is responsible for the effective collection and use of employee and organizational information in support of HR objectives in a manner that respects system development methods, standards and procedures. This position has a direct impact on the effectiveness of HR management and staff and organizational management to forecast critical metrics related to human capital management (HCM) and to meet government reporting requirements. Accountability exists for 3 rd party data systems that may or may not be internally managed. To the extent self-service systems are in place or under development, this position is accountable to line management and employees. Key stakeholders to this position include executive management (c-level for Finance, Operations, HR, Legal), HR management, HR staff, IT and Payroll. This position may have managers, supervisors, and staff as direct reports depending on size and complexity of the organization (small, medium, large, multi-national, multi-division, multi-company, etc.). Key Accountabilities The following key accountabilities ensure the critical success of this position (use of sub-bullets optional): 30%-40% Ensure the successful and timely development, implementation and ongoing support of HRM solutions, including customization, configuration, development testing, upgrading, interfacing, integration, security, data loading and exporting, user training, data analytics and management reporting utilizing best-practice program management strategies, tools and methods. Develop ambitious yet realistic project plans Manage to project plan timelines Oversee the development and application of test plans and scripts. Prioritize and assign the allocation of resources in a manner that ensures a balanced approach to ongoing support needs so that HR problems are solved in a timely manner Ensure proper documentation and knowledge management 10%-25% Lead cross-functional teams and directly contribute to identify work process and system requirements and effectively direct the design of HRM solutions that anticipate customer needs and result in best-in-class HR work processes. Copyright 2012 (972) 346-2892 Page 1 of 3 Coaching Organizations for Breakthrough Performance www.nielsongroup.com
Updated on 3/30/2012 3:38 PM Utilize a change management model for communicating, education and implementing role-talent alignment (Kotter s 8 Steps as an example) Evangelize operational efficiency within HR that enables HR to apply more resources to strategic work Design/develop tables, screens, workflows and reports to implement new or enhanced functionality Own vendor/product evaluation, selection and management ensure vendor/product success 10%-20% Serve as liaison, facilitator and thought leader on the application of technology to solve HR problems. Ensure all stakeholders within HR, Payroll, Finance and IT understand and contribute to evaluating, matching and prioritizing HR business goals with cost-effective best-practice work process and technology solutions that support those goals and meet stakeholder needs. Lead the development and application of an HR Technology roadmap. 10%-20% Enable HR staff, company managers and employees to effectively utilize appropriate HR data using online self service tools for reporting, analytics, scorecard production, HR process work flow and data manipulation within the scope and needs of each respective role. Ensure timely and useful production of management information that provides for accurate forecasting, payroll operations and strategic decision making (HCM-Business Metric Scorecards). 10%-15% Provide ethical leadership and managerial oversight of staff (direct reports and indirect reports), vendors and consultants in a manner that: Maximize individual and stakeholder engagement Promote maximum collaboration and knowledge transfer for the benefit of the company Significantly contribute to the achievement of HR goals 5%-10% Maintain a high level of understanding, skill and continuous learning to achieve shared and desired/necessary goals and outcomes. This includes: The business of HR Organizational dynamics Stakeholder motives HR s value and impact on the organization Current and future state of technologies that support HR s mission Leadership effectiveness Project management Copyright 2012 (972) 346-2892 Page 2 of 3 Coaching Organizations for Breakthrough Performance www.nielsongroup.com
Updated on 3/30/2012 3:38 PM Measures of Success The following criteria measure the success of the position sometimes known as Key Performance Indicators (avoid creating too many measures). This may be different for different organizations and may change from year to year. These are not required for our study. However, you may want to use this document for your own internal purpose. List those KPIs that are measurable: Copyright 2012 (972) 346-2892 Page 3 of 3 Coaching Organizations for Breakthrough Performance www.nielsongroup.com
TTI TriMetrix HD Multiple Respondent Job Report Director, HR Information Management Benchmark 4-26-2012 Coaching Organizations for Breakthrough Performance
INTRODUCTION If the job could talk, it would clearly define the knowledge, hard skills, people skills, behavior and culture needed for superior performance. Your unbiased input regarding the specific requirements of the job in question has been applied to the TriMetrix HD Job benchmarking process. The result is an evaluative report that analyzes a total of 55 separate areas. Additional feedback and suggested interview questions that pertain to each area complete this report. KEY CHARACTERISTICS This section represents the level of importance for four key areas of business risk. JOB COMPETENCIES HIERARCHY (25 AREAS) This section presents 25 key job competencies and quantifies their importance to this specific job. Each job has a unique ranking of competencies, reflecting different levels of capacities required by different jobs for superior performance. REWARDS/CULTURE HIERARCHY (6 AREAS) This section clearly identifies the rewards/culture of the job, which defines its sources of motivation. It clarifies "why" and "in what kind of environment" this job will produce success. BEHAVIORAL HIERARCHY (12 AREAS) This section explores the behavioral traits demanded of the job. The higher the ranking, the more important the behavioral trait will be to the job for stress reduction and superior performance. The results of this section are ranked on a scale, reflecting the unique levels of applicability and importance to the job. These rankings illustrate what is essential for this job to deliver superior performance and maximum value to your organization. ACUMEN INDICATORS (12 AREAS) This section represents the acumen needed for superior performance in the position. 1
INTRODUCTION JOB COMPETENCIES FEEDBACK This section will assist in understanding the type and kind of competencies that are needed for superior job performance. Read the feedback on each of the top seven competencies thoroughly to understand the job's requirements. REWARDS/CULTURE FEEDBACK This section expands on the fact that every job in every organization has its own culture. The culture of any job is clearly defined by how it rewards superior performance. BEHAVIORAL FEEDBACK This section clarifies the nature of the behavioral traits demanded by the job. COMPETENCIES INTERVIEW QUESTIONS This section contains suggested interview questions that pertain specifically to the competencies of the job. REWARDS/CULTURE INTERVIEW QUESTIONS This section contains suggested interview questions that pertain specifically to the rewards/culture of the job. BEHAVIORAL INTERVIEW QUESTIONS This section contains suggested interview questions that pertain specifically to the behavioral traits required by the job. 2
KEY CHARACTERISTICS OF THE POSITION The position has been analyzed relative to four key characteristics. These characteristics are accountability for results, results through people, authority, and risk. Based on the responses to the questionnaire, these characteristics have been measured on a sliding scale and are illustrated by a bar graph. The scale range includes none, slight, moderate, significant, and major. Accountability For Results: This characteristic addresses the accountability for producing measurable results in the position. This includes accountability for meeting financial, operations and/or system objectives. None Slight Moderate Significant Major Results through People: This characteristic address the emphasis on producing results through the efforts and cooperation of people. This characteristic is not limited to management or leadership positions. Many non-management or leadership positions in team-based organizational structures depend heavily upon the efforts and cooperation of people to produce results. None Slight Moderate Significant Major Authority: This characteristic addresses the level of authority that exists in the position. Evidence of authority can be found in the ability to make decisions or changes without prior approval from upper management. This characteristic is not limited to management or leadership position. In their efforts to become more responsive, many large organizations are finding it necessary to drive decision-making downward. In these organizations, many positions can be characterized by a moderate to significant amount of authority but are not considered management or leadership. None Slight Moderate Significant Major Risks: This characteristic addresses the inherent level of business risk or liability to the organization that exists in the position. Positions with indications of moderate, significant or major levels of inherent risk or liability to the organization may warrant the use of drug, alcohol and/or other appropriate assessments in their selection and management systems. None Slight Moderate Significant Major 3
HIERARCHY OF COMPETENCIES The competencies required for superior performance have been prioritized based on the analysis of responses to the questionnaire. The hierarchical order of the competencies represents their relative importance to each other in producing superior performance in the job. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 HIERARCHY OF COMPETENCIES Flexibility Conceptual Thinking Customer Focus Personal Accountability Problem Solving Ability Leadership Persuasion Resiliency Self-Management Teamwork Continuous Learning Decision Making Futuristic Thinking Interpersonal Skills Employee Development/Coaching Goal Achievement Diplomacy & Tact Creativity Conflict Management Planning & Organizing Understanding & Evaluating Others Negotiation Empathy Written Communication Presenting Very Important Important Somewhat Important Not Important 4
JOB COMPETENCIES HIERARCHY All jobs require certain competencies. This section of the report identifies those competencies that lead to superior performance in most jobs. The graphs below are in descending order from the highest rated competency required by the job to the lowest. 1. FLEXIBILITY - Agility in adapting to change. 7.6* 2. CONCEPTUAL THINKING - The ability to analyze hypothetical situations or abstract concepts to compile insight. 7.3* 3. CUSTOMER FOCUS - A commitment to customer satisfaction. 6.3* 4. PERSONAL ACCOUNTABILITY - A measure of the capacity to be answerable for personal actions. 7.2* 5. PROBLEM SOLVING ABILITY - Anticipating, analyzing, diagnosing, and resolving problems. 7.5* 6. LEADERSHIP - Achieving extraordinary business results through people. 9.1 VI 6.1* 9.5 VI 9.4 VI 9.3 VI 9.3 VI 9.3 VI The following scale is used throughout the report. 0-4.9 = NOT IMPORTANT TO JOB 5.0-6.9 = SOMEWHAT IMPORTANT 7.0-8.9 = IMPORTANT 9.0-10 = VERY IMPORTANT Please note that the population means and standard deviations shown are based on the entire population and are not job/position specific. * 68% of the population falls within the shaded area. 5
JOB COMPETENCIES HIERARCHY 7. PERSUASION - Convincing others to change the way they think, believe or behave. 9.1 VI 5.5* 8. RESILIENCY - The ability to quickly recover from adversity. 9.1 VI 7.2* 9. SELF-MANAGEMENT - Demonstrating self control and an ability to manage time and priorities. 9.0 VI 7.4* 10. TEAMWORK - Working effectively and productively with others. 9.0 VI 6.3* 11. CONTINUOUS LEARNING - Taking initiative in learning and implementing new concepts, technologies and/or methods. 8.9 IMP 6.1* 12. DECISION MAKING - Utilizing effective processes to make decisions. 8.9 IMP 7.0* 13. FUTURISTIC THINKING - Imagining, envisioning, projecting and/or predicting what has not yet been realized. 8.9 IMP 2.8* * 68% of the population falls within the shaded area. 6
JOB COMPETENCIES HIERARCHY 14. INTERPERSONAL SKILLS - Effectively communicating, building rapport and relating well to all kinds of people. 8.9 IMP 6.8* 15. EMPLOYEE DEVELOPMENT/COACHING - Facilitating and supporting the professional growth of others. 8.6 IMP 6.8* 16. GOAL ACHIEVEMENT - The ability to identify and prioritize activities that lead to a goal. 8.6 IMP 6.8* 17. DIPLOMACY & TACT - The ability to treat others fairly, regardless of personal biases or beliefs. 8.5 IMP 5.9* 18. CREATIVITY - Adapting traditional or devising new approaches, concepts, methods, models, designs, processes, technologies and/or systems. 8.4 IMP 4.8* 19. CONFLICT MANAGEMENT - Addressing and resolving conflict constructively. 8.2 IMP 5.2* 20. PLANNING & ORGANIZING - Utilizing logical, systematic and orderly procedures to meet objectives. 8.2 IMP 4.8* * 68% of the population falls within the shaded area. 7
JOB COMPETENCIES HIERARCHY 21. UNDERSTANDING & EVALUATING OTHERS - The capacity to perceive and understand the feelings and attitudes of others. 8.0 IMP 8.1* 22. NEGOTIATION - Facilitating agreements between two or more parties. 7.8 IMP 3.8* 23. EMPATHY - Identifying with and caring about others. 7.7 IMP 3.6* 24. WRITTEN COMMUNICATION - Writing clearly, succinctly and understandably. 7.5 IMP 5.4* 25. PRESENTING - Communicating effectively to groups. 7.4 IMP 6.1* * 68% of the population falls within the shaded area. 8
ORGANIZATIONAL REWARDS/CULTURE HIERARCHY This section identifies the rewards/culture system of a specific organization. Matching a person's passion to an organization that rewards that passion always enhances performance. The graphs below are in descending order from the highest rewards/culture required by the organization to the lowest. 1. THEORETICAL - Rewards those who value knowledge for knowledge's sake, continuing education and intellectual growth. 5.7* 9.0 2. TRADITIONAL/REGULATORY - Rewards those who value traditions inherent in social structure, rules, regulations and principles. 8.2 4.5* 3. UTILITARIAN/ECONOMIC - Rewards those who value practical accomplishments, results and rewards for their investments of time, resources and energy. 6.2* 4. INDIVIDUALISTIC/POLITICAL - Rewards those who value personal recognition, freedom, and control over their own destiny and others. 5.6 4.8* 7.2 5. AESTHETIC - Rewards those who value balance in their lives, creative self-expression, beauty and nature. 3.2* 4.5 6. SOCIAL - Rewards those who value opportunities to be of service to others and contribute to the progress and well being of society. 4.4 5.7* * 68% of the population falls within the shaded area. 9
JOB REWARDS/CULTURE HIERARCHY This section identifies the rewards/culture system of a specific job. Matching a person's passion to a job that rewards that passion always enhances performance. The graphs below are in descending order from the highest rewards/culture required by the job to the lowest. 1. THEORETICAL - Rewards those who value knowledge for knowledge's sake, continuing education and intellectual growth. 5.7* 8.8 2. UTILITARIAN/ECONOMIC - Rewards those who value practical accomplishments, results and rewards for their investments of time, resources and energy. 6.2* 3. INDIVIDUALISTIC/POLITICAL - Rewards those who value personal recognition, freedom, and control over their own destiny and others. 6.7 4.8* 4. TRADITIONAL/REGULATORY - Rewards those who value traditions inherent in social structure, rules, regulations and principles. 6.4 4.5* 5. SOCIAL - Rewards those who value opportunities to be of service to others and contribute to the progress and well being of society. 4.9 5.7* 7.1 6. AESTHETIC - Rewards those who value balance in their lives, creative self-expression, beauty and nature. 3.2* 4.6 * 68% of the population falls within the shaded area. 10
CONFLICTING JOB REQUIREMENTS The TTI Success Insights Workplace Behaviors assessment is designed to analyze the job by letting the job talk. This section describes the potential conflicts or concerns for people in this position. In some cases an organization may choose to re-evaluate the position or its key accountabilities. This position is requiring the incumbent to be ALL THINGS TO ALL PEOPLE. Please re-evaluate the position and key accountabilities in order to design a job that is realistic in order for a person to be successful. This position is currently designed in such a way that it will bring job stress, job dissatisfaction and frustration to any incumbent. This will lead to increased turnover and decreased productivity in the position. If it is not possible to redesign the position, please be aware of the managerial challenges the organization may experience. Based on the incumbent s behavioral style, the organization will need to make modifications to the communication flow and activity levels of the position. Please review the incumbent s behavioral report for ideas. 11
BEHAVIORAL HIERARCHY This section is designed to give a visual understanding of the behavioral traits demanded of the position. The graphs below are in descending order from the highest rated behavioral traits required by the job to the lowest. This means the higher the score the more important that behavioral trait is to stress reduction and superior job performance. 1. COMPETITIVENESS - The job exists within a demanding environment where consistently winning is critical. The job demands tenacity, boldness, assertiveness and a "will to win" in dealing with highly competitive situations. 8.5 5.0* 2. FREQUENT INTERACTION WITH OTHERS - The job will comfortably deal with multiple interruptions on a continual basis, always maintaining a friendly interface with others. 5.8* 3. PEOPLE ORIENTED - The job demands a positive and constructive view of working with others. There will be a high percentage of time spent in listening to, understanding and successfully working with a wide range of people from diverse backgrounds to achieve "win-win" outcomes. 6.4* 4. CUSTOMER RELATIONS - The job demands a desire to convey your sincere interest in your internal and/or external customers. 7.4 6.9* 5. URGENCY - The job requires decisiveness, quick response, fast action. It will often be involved in critical situations demanding that on-the-spot decisions be made with good judgment. The job will repeatedly face important deadlines that must be met on time. 4.6* 8.0 7.5 6.5 * 68% of the population falls within the shaded area. 12
BEHAVIORAL HIERARCHY 6. FREQUENT CHANGE - The job requires a comfort level with "juggling many balls in the air at the same time!" It will be asked to leave several tasks unfinished and easily move on to new tasks with little or no notice. 6.4 5.3* 7. VERSATILITY - The job calls for a high level of optimism and a "can do" orientation. It will require multiple talents and a willingness to adapt them to changing assignments as required. 6.3 5.2* 8. FOLLOW UP AND FOLLOW THROUGH - The job requires a need to be thorough and complete tasks that have been started. 6.7* 9. FOLLOWING POLICY - The job calls for complying with the policy or if no policy, complying with the way it has been done in the past. 5.7 6.9* 10. CONSISTENCY - The job requires the ability to do the job the same way on a repeated basis. 6.3* 11. ORGANIZED WORKPLACE - The job's success depends on systems and procedures, its successful performance is tied to careful organization of activities, tasks and projects that require accuracy. Record keeping and planning are essential components of the job. 4.7 5.2* 5.9 5.3 * 68% of the population falls within the shaded area. 13
BEHAVIORAL HIERARCHY 12. ANALYSIS OF DATA - The job deals with a large number of details. It requires that details, data and facts are analyzed and challenged prior to making decisions and that important decision-making data is maintained accurately for repeated examination as required. 5.2* 4.7 * 68% of the population falls within the shaded area. WB: 80-77-54-65 (00) 14
ACUMEN INDICATORS This section identifies the acumen needed for superior performance in this position. These scores are calculated based on the world view (blue) and self view (red) required by the job. Each factor has a clarity score from one to ten and a bias indicator ranging from undervalued, neutral or overvalued for each dimension. UNDERSTANDING OTHERS - o + 9.4 PRACTICAL THINKING - o + 9.1 SYSTEMS JUDGMENT - o + 9.4 SENSE OF SELF - o + 7.1 ROLE AWARENESS - o + 7.1 SELF DIRECTION - o + 7.1 15
SUMMARY OF TOP COMPETENCIES This section of the report focuses on competencies because they are usually more difficult to identify or assess than technical competencies or experience. Observing the behaviors people use to produce superior performance can provide insight into the demonstration of competencies. Seven (7) of the most important competencies required to produce superior performance are described below in terms of observable behaviors. The behaviors listed below each competency provide examples of some of the ways the competency is demonstrated. Read each behavior and check the ones that must be demonstrated to produce superior performance in the position. More importance is typically placed on those behaviors that must be demonstrated consistently on a daily, weekly or monthly basis. 1. FLEXIBILITY: Agility in adapting to change. Responds promptly to shifts in direction, priorities and schedules. Demonstrates agility in accepting new ideas, approaches and/or methods. Effective in juggling multiple priorities and tasks. Modifies methods or strategies to fit changing circumstances. Adapts personal style to work with different people. Maintains productivity during transitions, even in the midst of chaos. Embraces and/or champions change. 2. CONCEPTUAL THINKING: The ability to analyze hypothetical situations or abstract concepts to compile insight. Demonstrates ability to forecast long range outcomes and develop suitable business strategies Identifies, evaluates and communicates potential impacts of hypothetical situations Defines options to leverage opportunities in achieving business goals Develops plans and strategies that lead to desired strategic outcomes 3. CUSTOMER FOCUS: A commitment to customer satisfaction. Consistently places a high value on customers and all issues related to customers Objectively listens to, understands and represents customer feedback Anticipates customer needs and develops appropriate solutions Meets all promises and commitments made to customers 16
SUMMARY OF TOP COMPETENCIES 4. PERSONAL ACCOUNTABILITY: A measure of the capacity to be answerable for personal actions. Accepts personal responsibility for the consequences of personal actions Avoids placing unnecessary blame on others Maintains personal commitment to objectives regardless of the success or failure of personal decisions Applies personal lessons learned from past failures to moving forward in achieving future successes 5. PROBLEM SOLVING ABILITY: Anticipating, analyzing, diagnosing, and resolving problems. Anticipates, identifies and resolves problems or obstacles. Utilizes logic and systematic processes to analyze and solve problems. Defines the causes, effects, impact and scope of problems. Identifies the multiple components of problems and their relationships. Prioritizes steps to solution. Develops criteria for optimum solutions. Evaluates the potential impact of possible solutions and selects the best one. 17
SUMMARY OF TOP COMPETENCIES 6. LEADERSHIP: Achieving extraordinary business results through people. Inspires others with compelling visions. Takes risks for the sake of principles, values or mission. Builds trust and demonstrates integrity with a noticeable congruence between words and actions (walks their talk). Demonstrates optimism and positive expectations of others. Delegates appropriate responsibilities and authority. Involves people in decisions that affect them. Addresses performance issues promptly, fairly and consistently. Adapts methods and approaches to the needs and motivations of others. Makes decisions to avoid or mitigate the negative consequences for people. Demonstrates loyalty to constituents. 7. PERSUASION: Convincing others to change the way they think, believe or behave. Utilizes the knowledge of other's needs, wants, beliefs, attitudes, and behavior to promote a concept, product or service. Builds trust and credibility before attempting to promote concepts, products or services. Understands and utilizes compliance-producing behaviors to influence others such as authority, being likeable, proof of the prior compliance of others, limited availability, sampling or giving something away to create a sense of obligation. Uses logic and reason to develop rational arguments that challenge current assumptions, attitudes, beliefs, and behavior. Identifies and addresses the social, emotional, economic, and practical barriers that prevent people from complying. Adapts techniques and approaches to the needs and wants of those being influenced. 18
JOB REWARDS/CULTURE FEEDBACK This section provides a brief description of the top three Job Rewards for this position. These rewards are listed in hierarchical order, with the most important listed at the top. 1. THEORETICAL Rewards those who value knowledge for knowledge's sake, continuing education and intellectual growth. 2. UTILITARIAN/ECONOMIC Rewards those who value practical accomplishments, results and rewards for their investments of time, resources and energy. 3. INDIVIDUALISTIC/POLITICAL Rewards those who value personal recognition, freedom and control over their own destiny and others. 19
BEHAVIORAL FEEDBACK This section provides a brief description of the top three Behaviors required for this position. These are the behaviors that will need to be demonstrated most often for superior performance. 1. COMPETITIVENESS The job exists within a demanding environment where consistently winning is critical. The job demands tenacity, boldness, assertiveness and a "will to win" in dealing with highly competitive situations. 2. FREQUENT INTERACTION WITH OTHERS The job requires a strong "people orientation," versus a task orientation. The job will comfortably deal with multiple interruptions on a continual basis, always maintaining a friendly interface with others. 3. PEOPLE ORIENTED The job demands a positive and constructive view of working with others. There will be a high percentage of time spent in listening to, understanding and successfully working with a wide range of people from diverse backgrounds to achieve "win-win" outcomes. 20
JOB COMPETENCY QUESTIONS Below are suggested interview questions on each of the top seven competencies. Use these as a guide to write questions that could be more job-specific. Once the list is completed, assure that all candidates respond to the same questions. 1. FLEXIBILITY: Agility in adapting to change. Give me an example of when you were forced to change priorities or direction. How did you feel when you were first confronted with this change? Describe a time when there was an extraordinary amount of activity at work. How did you handle it? Describe a situation when you were the author or architect of a change. What were the barriers to implementing the change and how did you get beyond them? How did you get buy-in from others? What was the outcome? Give me an example of when you were one of the first to get on board when a major change was introduced. Describe a situation when you were given special recognition or acknowledgement for your ability to adapt quickly to a change. 21
JOB COMPETENCY QUESTIONS 2. CONCEPTUAL THINKING: The ability to analyze hypothetical situations or abstract concepts to compile insight. Describe a situation where you formulated a hypothetical outcome of a situation and developed a tangible plan to make that outcome a reality. Give me an example of a conceptual idea you had. Walk me through how you implemented it. What will your industry look like in five years? Who will your biggest competitors be and why? Describe our competition as you see it. Point out strengths and weaknesses of the competitors. What is the biggest strategic opportunity you have successfully identified and accomplished in your life? Describe the largest strategic opportunity you have ever missed. What did you fail to see? Why do you think you missed it? Give me an example of a specific plan you developed that was deemed successful or improved a situation. How have your career plans changed over the past few years? 22
JOB COMPETENCY QUESTIONS 3. CUSTOMER FOCUS: A commitment to customer satisfaction. Give me an example of a time when you knew the customer was wrong but you had to accommodate their wishes. How did you handle it? What did you say? What did you do? How did you feel about it? Tell me about a situation where you were able to anticipate a customer's needs before the customer even brought up what they wanted. Describe a situation where you went over and above what was expected to exceed a customer's expectations. How did you feel about that? How comfortable would you feel about doing that regularly? In your view, what makes some customers more valuable than others? Should all customers be treated the same? Give me an example of when you had to go the extra mile to meet a commitment that someone else had made to a customer. What, specifically, did you do? How did you feel about having to meet a commitment made by someone else? Is there ever a time when a customer who is in error should be confronted? If so, give me an example of when that would be and how you would do that. 23
JOB COMPETENCY QUESTIONS 4. PERSONAL ACCOUNTABILITY: A measure of the capacity to be answerable for personal actions. Tell me about a time when it was necessary to admit to others that you had made a mistake. How did you handle it? Give an example of a situation where others had made an error or mistake and you had to take the blame for their actions. How did you feel about doing that? What is the worst business decision you ever made? What made it the worst? Would knowing what you do now have helped you to avoid making that decision? Give me an example of a lesson you have learned from making a mistake. What did you do differently going forward? Give me an example of someone you know whose personal actions led to disastrous results. How answerable is that person for what happened? What advice would you give to that person? What person from history do you most admire for taking the blame for a failure? What did taking the blame do for that person? 5. PROBLEM SOLVING ABILITY: Anticipating, analyzing, diagnosing, and resolving problems. Describe a situation when you anticipated a problem. What, if anything, did you do about it? Give me an example of when your diagnosis of a problem proved to be correct. What approach did you take to diagnose the problem? What was the outcome? Describe the most difficult work problem you've ever encountered. What made it difficult? What steps did you take towards developing a solution? What factors did you consider in evaluating solutions? What solution was implemented and how successful was it in solving the problem? 24
JOB COMPETENCY QUESTIONS 6. LEADERSHIP: Achieving extraordinary business results through people. If you have held a leadership position in the past, draw the organizational chart above and below your position to illustrate the scope of your leadership responsibilities. Give me an example of when you inspired people with a vision. Tell me about a time when you significantly improved the performance of a group of people who reported directly to you. How did you motivate the top performers? Did you use the same techniques with the poor performers? If not, what did you do differently? What actions did you take to improve poor performance? Describe your leadership style. Tell me about a situation when you were able to maintain the trust and commitment of people after making or implementing a decision that negatively impacted them. Give me an example of when you took a significant risk for the sake of a principle, value or mission. Describe a situation when you failed to obtain the commitment, dedication and trust of others. What, if anything, would you do differently? 25
JOB COMPETENCY QUESTIONS 7. PERSUASION: Convincing others to change the way they think, believe or behave. Describe a situation where you were able to convince others to your way of thinking. How did you do it? Describe a situation when the only way you could accomplish a goal was to get buy-in from others. What obstacles did you have in obtaining their buy-in? How did you overcome them? What was the outcome? Give me an example of when you were able to facilitate a dramatic shift in the thinking, actions or beliefs of others. What techniques or methods did you use? Give me an example of a situation when you were given special recognition or acknowledgement for your ability to get others to say yes. Describe a situation when you accomplished something significant as a result of your persuasive ability. 26
JOB REWARDS/CULTURE QUESTIONS Read the following suggested interview questions as they relate to the rewards/culture environment of the job. Modify the questions to be more job-specific and assure that all candidates are asked the same questions. 1. THEORETICAL: Rewards those who value knowledge for knowledge's sake, continuing education and intellectual growth. Which is more important, action or knowledge? Would you consider yourself to be an expert in something? What is it? How did you go about gaining the knowledge? Tell me what you especially like or enjoy about learning things. What topics or subjects do you enjoy? How comfortable are you in taking the time, energy and effort required to master a subject or topic you currently know very little about? How about one in which you have very little interest? 2. UTILITARIAN/ECONOMIC: Rewards those who value practical accomplishments, results and rewards for their investments of time, resources and energy. How important is earning a lot of money to you? What do you consider to be a "lot of money"? Where would you like to be, financially, in 5 years? 10 years? Why? What role does earning a significant income play in your job choices? In staying in a job? Would you consider yourself to be a bottom line, practical thinker or are you more theoretical or philosophical? Why do you say that? 3. INDIVIDUALISTIC/POLITICAL: Rewards those who value personal recognition, freedom, and control over their own destiny and others. What role does being in control of a situation play in your job satisfaction? How important is it for you to control your own destiny? How important is independence to you? Power? Influencing others? What would be your level of satisfaction with a job if you had none of these? How good are you in taking directions from others? How much do you like doing so? How do you go about influencing others to act? Give me a concrete, real-world example of a time when you were able to move a group of people to action and exactly how you did it. 27
BEHAVIORAL QUESTIONS Read the following suggested interview questions as they relate to the most desired behavioral traits to perform the job. Modify the questions to be more job-specific and assure that all candidates are asked the same questions. 1. COMPETITIVENESS: The job exists within a demanding environment where consistently winning is critical. The job demands tenacity, boldness, assertiveness and a "will to win" in dealing with highly competitive situations. How demanding are you of yourself and others? Do you think you are sometimes too demanding? Give me an example of a job situation where being demanding helped achieve the goal. Did it lead to other problems? Would others ever describe you as aggressive? Pushy? Why? How important is winning to you? How do you define winning? Give me an example of a situation where you felt you were going to lose. How did it feel? How did you handle it? 2. FREQUENT INTERACTION WITH OTHERS: The job will comfortably deal with multiple interruptions on a continual basis, always maintaining a friendly interface with others. How do you handle frequent interruptions by other people? How about your response to people who ask you question after question? Are you more comfortable with details or people with the big picture or with bits of data? 3. PEOPLE ORIENTED: The job demands a positive and constructive view of working with others. There will be a high percentage of time spent in listening to, understanding and successfully working with a wide range of people from diverse backgrounds to achieve "win-win" outcomes. How important is it for people to like you? Which is more important, being trusted or liked? Why do you say that? Do you stop and listen to others or express your opinions quickly? Give me examples and situations where both of these situations occurred. What was the outcome? 28
JOB COMPETENCY COMPOSITE HIERARCHY C R1 R2 R3 R4 R5 R6 R7 R8 R9 1 FLEXIBILITY 9.5 10.0 9.4 10.0 10.0 8.1 10.0 8.8 10.0 9.4 2 CONCEPTUAL THINKING 9.4 9.4 9.4 9.4 8.8 8.8 10.0 10.0 9.4 9.4 3 CUSTOMER FOCUS 9.3 10.0 10.0 8.1 8.8 7.5 10.0 10.0 10.0 10.0 4 PERSONAL ACCOUNTABILITY 9.3 10.0 10.0 8.8 10.0 7.5 10.0 9.4 10.0 8.1 5 PROBLEM SOLVING ABILITY 9.3 10.0 9.4 9.4 10.0 8.1 9.4 8.8 10.0 9.4 6 LEADERSHIP 9.1 9.4 9.4 7.5 9.4 8.8 10.0 8.8 9.4 9.4 7 PERSUASION 9.1 10.0 10.0 8.1 7.5 7.5 10.0 8.8 10.0 10.0 8 RESILIENCY 9.1 10.0 8.1 9.4 8.1 8.8 10.0 8.8 10.0 9.4 9 SELF-MANAGEMENT 9.0 9.4 6.9 9.4 9.4 8.1 10.0 9.4 9.4 9.4 10 TEAMWORK 9.0 10.0 9.4 8.8 8.1 8.1 10.0 7.5 10.0 9.4 11 CONTINUOUS LEARNING 8.9 10.0 10.0 7.5 8.8 7.5 9.4 10.0 10.0 7.5 12 DECISION MAKING 8.9 10.0 9.4 7.5 8.8 6.9 10.0 9.4 8.8 9.4 13 FUTURISTIC THINKING 8.9 10.0 9.4 7.5 9.4 8.8 9.4 8.8 8.1 9.4 14 INTERPERSONAL SKILLS 8.9 9.4 9.4 8.8 8.1 7.5 10.0 8.8 10.0 8.1 15 EMPLOYEE DEVELOPMENT/COACHING 8.6 9.4 9.4 7.5 7.5 7.5 10.0 9.4 9.4 8.1 16 GOAL ACHIEVEMENT 8.6 10.0 8.1 8.1 8.1 6.9 10.0 8.8 8.8 9.4 17 DIPLOMACY & TACT 8.5 10.0 7.5 8.1 6.9 7.5 10.0 8.8 10.0 8.1 18 CREATIVITY 8.4 10.0 9.4 7.5 9.4 6.9 8.1 8.8 7.5 8.1 19 CONFLICT MANAGEMENT 8.2 10.0 7.5 7.5 6.9 5.6 10.0 8.8 10.0 7.5 20 PLANNING & ORGANIZING 8.2 10.0 6.9 6.9 8.8 7.5 10.0 6.2 9.4 8.1 21 UNDERSTANDING & EVALUATING OTHERS 8.0 6.2 8.1 6.9 7.5 8.1 10.0 8.8 10.0 6.9 22 NEGOTIATION 7.8 8.1 8.8 6.2 6.9 7.5 9.4 6.9 8.8 8.1 23 EMPATHY 7.7 10.0 5.6 7.5 6.2 7.5 8.8 7.5 10.0 6.9 24 WRITTEN COMMUNICATION 7.5 8.1 8.8 6.9 7.5 7.5 7.5 6.9 6.9 8.1 25 PRESENTING 7.4 10.0 10.0 6.2 6.2 7.5 9.4 5.0 8.1 5.0 29
ORGANIZATIONAL REWARDS/CULTURE COMPOSITE REWARDS/CULTURE C R1 R2 R3 R4 R5 R6 R7 R8 R9 1 THEORETICAL 9.0 10.0 10.0 8.0 9.0 7.0 10.0 9.0 10.0 8.0 2 TRADITIONAL/REGULATORY 8.2 9.0 7.0 9.0 9.0 6.0 10.0 9.0 8.0 7.0 3 UTILITARIAN/ECONOMIC 7.2 8.0 5.0 10.0 8.0 6.0 5.0 6.0 8.0 9.0 4 INDIVIDUALISTIC/POLITICAL 5.6 3.0 8.0 5.0 8.0 3.0 7.0 5.0 5.0 7.0 5 AESTHETIC 4.5 5.0 2.0 10.0 2.0 2.0 5.0 2.0 6.0 7.0 6 SOCIAL 4.4 3.0 2.0 10.0 2.0 2.0 4.0 2.0 6.0 9.0 30
JOB REWARDS/CULTURE COMPOSITE REWARDS/CULTURE C R1 R2 R3 R4 R5 R6 R7 R8 R9 1 THEORETICAL 8.8 10.0 8.4 8.8 8.8 6.4 10.0 8.0 10.0 9.2 2 UTILITARIAN/ECONOMIC 7.1 5.6 9.2 7.6 6.8 6.4 7.2 6.4 8.4 6.4 3 INDIVIDUALISTIC/POLITICAL 6.7 6.0 6.0 7.2 7.2 5.2 8.0 6.8 7.2 7.2 4 TRADITIONAL/REGULATORY 6.4 8.4 3.2 6.8 6.0 4.4 9.2 7.2 6.4 6.8 5 SOCIAL 4.9 7.6 2.0 4.8 4.8 2.4 5.6 6.8 6.8 3.6 6 AESTHETIC 4.6 5.6 2.0 6.0 2.8 2.8 6.8 4.4 6.0 5.6 31
BEHAVIORS COMPOSITE BEHAVIORS C R1 R2 R3 R4 R5 R6 R7 R8 R9 1 COMPETITIVENESS 8.5 8.0 10.0 8.0 5.0 8.0 10.0 10.0 8.0 10.0 2 FREQUENT INTERACTION WITH OTHERS 8.0 9.0 9.0 7.0 5.0 8.0 9.0 7.0 9.0 9.0 3 PEOPLE ORIENTED 7.5 9.5 8.0 6.5 5.5 7.5 8.0 6.5 8.0 8.0 4 CUSTOMER RELATIONS 7.4 8.8 8.0 7.0 6.0 7.2 7.8 6.8 8.0 7.8 5 URGENCY 6.5 5.0 7.0 6.5 5.0 6.5 7.5 7.5 6.5 7.5 6 FREQUENT CHANGE 6.4 5.5 7.5 6.5 5.2 6.5 6.8 7.0 6.2 7.0 7 VERSATILITY 6.3 6.0 7.0 6.0 5.0 6.5 7.0 6.0 7.0 7.0 8 FOLLOW UP AND FOLLOW THROUGH 5.9 7.0 5.2 6.0 6.0 5.8 6.0 5.8 6.2 5.8 9 FOLLOWING POLICY 5.7 6.5 4.5 6.0 6.0 6.0 5.8 5.2 6.2 5.5 10 CONSISTENCY 5.3 6.2 4.5 5.2 5.5 5.2 5.5 5.2 5.5 5.2 11 ORGANIZED WORKPLACE 4.7 5.5 3.0 4.5 5.5 4.0 5.0 5.5 5.0 4.5 12 ANALYSIS OF DATA 4.7 5.5 3.0 4.5 5.0 4.0 5.0 6.0 5.0 4.5 32
ACUMEN INDICATORS COMPOSITE ACUMEN INDICATORS C R1 R2 R3 R4 R5 R6 R7 R8 R9 1 UNDERSTANDING OTHERS 9.4 9.5 9.0 9.5 9.5 9.5 9.5 9.5 9.5 9.5 2 UNDERSTANDING OTHERS BIAS - - - - - - - - - - 3 PRACTICAL THINKING 9.1 9.5 9.0 9.0 9.5 9.0 9.0 9.5 9.5 8.5 4 PRACTICAL THINKING BIAS o + - o o - o + + - 5 SYSTEMS JUDGMENT 9.4 9.5 9.0 9.5 9.5 9.5 9.5 9.5 9.5 9.5 6 SYSTEMS JUDGMENT BIAS - - - - - - - - - - 7 SENSE OF SELF 7.1 7.5 7.0 6.5 7.5 7.0 7.5 7.5 7.5 6.5 8 SENSE OF SELF BIAS - - - - - - - o o - 9 ROLE AWARENESS 7.1 7.5 7.0 6.5 7.5 7.5 7.5 7.0 7.0 6.5 10 ROLE AWARENESS BIAS + + + + + + + + + + 11 SELF DIRECTION 7.1 7.5 7.0 7.5 7.0 7.5 7.5 7.0 7.0 6.5 12 SELF DIRECTION BIAS + + + + + + + + o + 33
BUSINESS TRANSFORMATION STRATEGIC HUMAN CAPITAL MANAGEMENT FORWARD TO Chief Executive Chief HR Officer Chief Leadership Dev Exec Chief Operations Executive Contact Information Carl Nielson Managing Principal P.O. Box 922 Prosper, TX 75078 Telephone 1-972.346.2892 E-mail cnielson@nielsongroup.com Website http://wwwnielsongroup.com Facts* not true for our clients: 46% of new hires fail within the first 18 months Only 19% of new hires achieve unequivocal success within 18 months of hire Failures are almost always attitudinal, such as lack of coachability (89%) rather than lack of aptitude (11%) *According to Leadership IQ Leadership is the art of accomplishing more than the science of management says is possible. Secretary of State Colin Powell Company Profile, founded in 1998, is in the business of creating success at the individual, team and organizational level. We focus on bringing out the best in people and processes for breakthrough performance. We practice the art and science of organizational improvement strategies designing and delivering best practices within Fortune 500 companies and mid-size industry leaders. We integrate agility and innovation to create business transformation through leading edge human capital management strategies. We value practical, high-impact, proven solutions on the cutting edge of total talent management. Our Services At, we are dedicated to providing you with the best human capital management and business transformation strategies and tools. When we work together you receive clear, consistent, thoughtful guidance and direction that keeps your needs paramount and creates powerful momentum for getting results and achieving goals. For each team or organization, we create fully-customized action plans that encompass your unique needs utilizing powerful talent assessments, experiential learning methods, and tangible coaching. Human Capital Management Strategic Talent Assessment and Retention (STAR) Leadership Development Business Transformation Change Management Lean/Six Sigma Implementation Our Commitment bringing high value, strengthening talent capabilities, creating greater organizational alignment, role awareness, productivity and success. Our 3D Change Methodology STAGE 1: DISCOVER 1.1. Investigate Causes 1.2. Diagnose Situation 1.3. Synthesize Options 1.4. Plan Transition STAGE 2: DEVELOP 2.1. Develop Support 2.2. Coach Individuals 2.3. Communicate Throughout 2.4. Demonstrate Value STAGE 3: DEPLOY 3.1. Measure Progress 3.2. Evaluate Results 3.3. Optimize Outcomes 3.4. Celebrate Success Coaching Organizations for Breakthrough Performance
BUSINESS TRANSFORMATION Our People Knowledgeable, Collaborative, Committed Consultants averaging 20+ years of experience in business transformation and human capital management Carl Nielson, CPBA Sr. HCM/OD Consultant and Executive Coach Carl Nielson has over 25 years of experience in the field of strategic human capital management and organization development including leadership development, team and professional development, coaching and hiring for fit. He brings over 15 years of Fortune 100 HR management experience and over 10 years of consulting and coaching in diverse industries. He holds a B.S. in Organizational Psychology and is a Certified Professional Behavioral Analyst, Certified Professional TriMetrix HD Analyst and certified facilitator of The Coaching Clinic for managers.. Rajesh Tedla, MSIT, MBA Business Enterprise Master Consultant & Executive Coach A respected and recognized executive and leader in the leadership development, six sigma and executive coaching fields, Rajesh Tedla has more than 23 years experience as a practitioner and consultant in both HR and Lean/Six Sigma. He served as an Sr. VP for Strategic Marketing for a fortune 10 company. He holds BSME, MSIT and MBA. His certifications include CPBA, CPVA, CPTriMetrixHD. Sample Client List Across Diverse Industries and Organizational Size Texas Health Resources Children s Medical Center of Dallas Belimed Infection Control and Sterilization Eqpmt Medtronic Surgical Technologies Conveyco Technologies Mfg and Dist Systems Benjamin Franklin Plumbing franchises Harman International TRI-CAP Non-Profit Community Service Org Several Municipalities Human Capital Management Best Practice Solutions Strategic Talent Assessment & Retention (STAR) Make the most of your talent align the right people to the right jobs Transform talent acquisition from art to science Enhance your bottom line through more effective people management Organizational climate, individual talent and job benchmark assessments Leadership Development Leadership Team competencies and collaboration development Aligning leadership actions with business transformation goals Individualized executive coaching STRATEGIC HUMAN CAPITAL MANAGEMENT Business Transformation Our Business Transformation solutions are designed to quickly and sustainably impact your bottom line results by streamlining your business, teaching critical thinking skills, implementing innovative solutions to problems, and eliminating waste from your processes. LSS 4.0 - A breakthrough program that achieves sustainable results, LSS 4.0, aligns and integrates Lean and Six Sigma process improvement with "the people side of team performance. LSS 4.0 harnesses the enormous potential for human capital effectiveness that is not captured by traditional process improvements alone. Business Process Management Systems (BPMS) - a time-tested approach to actively managing one or several processes, with continuous end-to-end responsibility and accountability assigned to process owners. BPMS drives performance and ensures that both the customer s and organization s needs are met. Innovative Problem Solving (IPS) - To reach its full potential, your organization must institute world class, value-added processes that reduce or eliminate waste and keep your customers needs at the forefront. IPS is an action-learning, project specific program that helps your organization achieve these objectives and solve business problems quickly and effectively. 1-972-346-2892 cnielson@nielsongroup.com http://www.nielsongroup.com
ABOUT OUR ASSESSMENTS BRINGING OUT THE BEST IN PEOPLE AND PROCESSES! A Complete Assessment Solution Value Statement In today s highly competitive marketplace, hiring, developing and retaining top talent is crucial to success. Industry leaders go beyond the traditional resume, interview and yearly review process to use accurate, bias-free assessments to examine individual performance. Based on a unique, 55-factor analysis, TTI TriMetrix HD examines the Behaviors individuals bring to the job, the Motivators that drive them, do they possess the Acumen to do the job and their potential to provide the Competencies required by the job. It reveals specific details in four areas that describe the how, why, what and can of superior performance. As a job benchmarking tool, these four areas define the requirements of each job, providing a complete system to compare talent to the position and achieve the optimum job fit. The comprehensive design of TTI TriMetrix HD ensures that you hire, develop and retain the best possible talent. Job Benchmarking If a job could talk, it would explain precisely what was necessary to achieve superior performance. We could ask it to tell us about the: Knowledge a person needs Personal attributes required to drive success Rewards for superior performance Hard skills vital for the job Behaviors necessary to perform at peak levels Intrinsic motivators But we know a job can t talk, right? We use a patented process that leads to an understanding of the knowledge, intrinsic motivators, personal attributes, behaviors and hard skills required of each key accountability for the job in question. Applications for the TriMetrix go beyond the hiring stage to include new-hire on-boarding, professional development goal setting and planning, managing and motivating strategy, and succession planning. Assessments for Total Talent Management Life Cycle Job Matching Employee Coaching and Talent Selection and Retention Development Aligning Talent Management to Performance Appraisals Strategic Planning Succession Planning & Organizational Development Behaviors: The How Knowledge is the biggest modifier of behavior. Based on the DISC theory, behavior is measured in four dimensions; dominance, influence, steadiness and compliance which are translated into a hierarchy of twelve behavioral traits scored on a 10-point scale. The results enhance the hiring process by revealing how an individual will perform. Behavioral coaching and our Dynamic Communication workshop, based on the DISC model, empower individuals to take action towards professional growth. Where Opportunity Meets Talent Motivators: The Why As a window through which we view the world, motivators are the drivers of our behavior, or what motivates our actions. Motivators are measured in six areas: theoretical, utilitarian, aesthetic, social, individualistic and traditional. With the knowledge of motivators, you can encourage employees in a way that satisfies their inner drive right from the start. The results will benefit both hiring and coaching initiatives by revealing why an individual acts the way they do, or what motivates their behavior. Behavioral traits show how a person will get the job done. Acumen Indicator: The Can Unique in it s ability to assess how astutely a person analyzes and interprets their experiences. A person s acumen, or keenness and depth of perception or discernment, is directly related to their level of performance. The stronger a person s acumen, the more aware they are of their reality in both their external and internal world. The report will give insight into the thought processes that affect performance, describing their potential for superior performance. Acumen indicators show potential a person can access for job performance. Skill Competencies are what competencies a person has demonstrated in prior work. Coaching Organizations for Breakthrough Performance 972.346.2892 cnielson@nielsongroup.com Competencies: The What The TTI TriMetrix HD Report describes an individual s strengths in 25 researchbased capacities, or personal skills, that are directly related to the business environment. Through the assessment of an individual s own personal skills, this quantitative measurement tool analyzes each capacity on three levels: mastery, some mastery and no mastery. The top skills outlined in the report highlight individuals well developed capabilities and reveal the areas where they are most effective. When used as a benchmarking tool, this component helps ensure the inherent skills of each individual match the personal skills required by the job. Intrinsic motivators reveal why a person is motivated to perform on the job.
LET THE JOB TALK BRINGING OUT THE BEST IN PEOPLE AND PROCESSES! Job Benchmarking - Creating Competency Models Quickly, Easily, Cost-Effectively For Hiring, Development, Organizational Planning Our People Knowledgeable, Collaborative, Committed transnational network of consultants averaging 15+ years of experience in Change Management, Human Resources, Lean and Six Sigma, Leadership Development and Executive Coaching, including: CARL NIELSON Strategic Partner has over 20 years of experience in the field of strategic human capital management and organization development including leadership development, team and professional development, coaching and hiring for fit. He served as an HR Director for a large law firm. His formal education includes a B.S. in Organizational Psychology. Rajesh Tedla, MSIT, MBA Business Enterprise Master Consultant & Executive Coach A respected and recognized executive and leader in the Change Management, Leadership Development, Six Sigma and Executive Coaching fields, Rajesh Tedla has more than 23 years experience as a practitioner and consultant. He served as an Sr. VP for a division of fortune 10 company. He holds BSME, MSIT and MBA. His certifications include CPBA, CPVA, CPDA & CPTHD. 1-Identify The Job Re-evaluate organizational needs with each opening Department Manager HR Business Partner 2-ID Stakeholder & SME Obtaining input is key. Ask key people to participate. Department Manager Stakeholders Subject Matter Experts including incumbent or the HR Business Partner facilitate the benchmarking process 3-Explain The Process Benchmark participants form a short-term team Watch the short online presentation as a group Establish time-line for the benchmark process 4-Discuss Key Accountabilities Discuss department/section/ division business goals What does this role need to deliver? Why? Current job description is a good starting point Draft key accountability statement WHY WE RE DIFFERENT Experts: Research-based knowledge, best practice sharing, and real-world experience Agile: Innovative and flexible solutions to address modern, complex business problems Global: Transnational approach, meeting local needs, bringing global results Mentors: Knowledge transfer to make you stronger and better than when you started Coaches: Sustaining the progress for short term and long term benefits OUR COMMITMENT 5-Prioritize and Identify Key Priorities Gain agreement on key accountability statements Weight each statement based on amount of time required to deliver Rate level of importance to the role s success (all key accountability statements are important 6-Complete the TriMetrix Job HD All benchmark team members complete the TriMetrix Job HD. Other stakeholders? Distribute final key accountabilities with instruction 7-Generate Composite TriMetrix Job HD Report Performed by The VRT Mgmt Group or your internal TriMetrix coordinator 8-Verify the Results of the Composite Final meeting of team. Facilitated discussion to discuss and debate the results. Did we get it right? Department Manager Stakeholders/SMEs HR Business Partner 9-Validate the Job Benchmark Optional Step: Assess incumbents using the TriMetrix Talent tool Analyze personal performance vs Gap report results Independent High-to-Low performance ranking vs High-to-Low TriMetrix predictive analysis 10-Document Job Benchmark Compile key accountabilities and composite TriMetrix Job HD into one document (Master Job Profile (MJP)) Incumbent development strategy based on TriMetrix Gap Analysis TriMetrix Talent Coaching Report Hiring: Interview questions HR Master Job Profile Library strengthening your capabilities, leaving you more aligned, more aware, more effective Coaching Organizations for Breakthrough Performance 972.346.2892 cnielson@nielsongroup.com
PROFESSIONAL DEVELOPMENT WORKSHOP DEVELOPING TOMORROW S LEADERS TODAY Manager as Coach: Conversation Skills for Managers Our People Knowledgeable, Collaborative, Committed over 50 years of experience in Change Management, Human Resources, Lean and Six Sigma, Leadership Development and Executive Coaching, including: CARL NIELSON, CPBA, CPVA, CPTHD Certified Licensed Facilitator has over 25 years of experience in the field of strategic human capital management and organization development including leadership development, team and professional development, executive coaching and hiring for fit. Carl holds a B.S. in Organizational Psychology and is a Certified Professional Behavioral Analyst and Values Analyst. (CPBA, CPVA, CPDNA, CPTHD) What is it? A two-day leadership program designed to train managers, executives, leaders and supervisors to use coaching techniques in their work relationships, and thus gain the advantages of bringing a coach approach to managing people. What it does Provides a coaching toolkit of knowledge, techniques and practical skills that managers and leaders can apply competently and confidently in their work situation to gain immediate benefits. Applying these skills spurs rapid development of individuals and teams, and fosters leadership potential. Applying skills learned in this program has been shown to: promote innovation and accelerate results effectively develop and retain valuable organizational members improve organizational communication and team effectiveness deepen commitment to personal, professional and organizational goals Who is it for? Attending this program will benefit anyone in a supervisory, leadership or team-based role that is responsible for the development of others in any kind of organization, large or small. More than 40,000 managers and coaches around the world have learned coaching skills through this program. What to expect During the two-day program, participants discover and experience how to inspire others to believe in their own success, sharpen their focus, and make radical shifts to achieve extraordinary results, all through state-of-the-art coaching techniques. Participants also discover their personal coaching style using a DISC and Motivators assessment, which provides insights into how best to communicate with their team members for rapid development. Participants are challenged to raise their standards for constructive, collaborative conversations, and to explore the shifts required of them if they are to build a work environment that is truly selfsustaining and focused on developing people. Program participants: discover coaching as a powerful management and leadership model learn, experience and practice state of the art coaching techniques understand the structure and process of integrating a coach-approach to management apply learning within the workplace immediately The program equips managers and leaders to show up as coaches in their working relationships. Workplace coaching expands beyond performance review to become part of every workplace interaction, whether formal or informal. Outcomes: Competence in using a 5- step coaching conversation model Skills to engage in courageous conversation Clarity on the relationship between performance and development Understanding of different learning styles and how these affect leadership development RAJESH TEDLA, MSIT, MBA Certified Licensed Facilitator A respected and recognized executive and leader in the Change Management, Leadership Development, Six Sigma and Executive Coaching fields, Rajesh Tedla has more than 25 years experience as a practitioner and consultant. He served as Sr. VP for a division of GE. He holds BSME, MSIT and MBA. His certifications include CPBA, CPVA, CPDNA & CPTHD. Coaching Organizations for Breakthrough Performance 972.346.2892 cnielson@nielsongroup.com
PROFESSIONAL DEVELOPMENT WORKSHOP BRINGING OUT THE BEST IN TEAMS Dynamic Communication and Collaboration Increasing Communication and Collaboration through Understanding Behaviors and Attitudes Now more than ever, businesses need highly creative work groups whose output equals more than the sum of their parts. But great teams aren t just hired, the are actively developed. Teams must have the ability to collaborate effectively. Success in the knowledge economy comes to those who know themselves, their strengths, their values, and how they best perform. Peter Drucker Our People Knowledgeable, Collaborative, Committed over 50 years of experience in Change Management, Human Resources, Lean and Six Sigma, Leadership Development and Executive Coaching, including: CARL NIELSON Certified Licensed Facilitator has over 25 years of experience in the field of strategic human capital management and organization development including leadership development, team and professional development, executive coaching and hiring for fit. Carl holds a B.S. in Organizational Psychology and is a Certified Professional Behavioral Analyst and Values Analyst. (CPBA, CPVA, CPDNA, CPTHD) Catalyst for Change We ve combined two professional development programs into one highly interactive one-day workshop that encourages participants to recognize and value their unique blend of strengths and recognize and appreciate different strengths on the team. Taking this approach, team members learn how to adapt to build collaborative relationships, open the door to communicating and achieve team goals as a team. Dynamic Communication and Valuing Differences the key to success in life and work This program will open your eyes to a new way of viewing yourself and others. Participants will discover how to communicate more effectively based on the DISC behavioral model and how to understand and view the world from someone else s eyes. What to expect Participants will: know which attitudes drive your life, actions and decisions understand each attitude and the interaction of each recognize the driving forces in others lives understand others viewpoints and be able to dialogue convincingly by seeing the world through their eyes understand the benefits of applying your own behavioral design understand the benefits of applying a behavioral communication model recognize, understand and appreciate others behavioral design adapt your behaviors for enhanced communication, understanding, collaboration and relationships identify behavioral styles by observing tone of voice, words, body language and pace Who is it for? Attending the program will benefit anyone. We custom design the delivery to fit the participants management teams* cross-functional teams general employee population new hire groups technical teams *Also see information on Manager as Coach: Conversation Skills for Leaders and Managers What s provided? Each seminar attendee receives: a 50+ page personal Success Insights behaviors and motivators report Two in-depth workbooks that provide a great resource for learning and understanding the DISC language and Spranger s six values that motivate us certified facilitators with a consistent track record of providing best-in-class delivery Rajesh Tedla, MSIT, MBA Certified Licensed Facilitator A respected and recognized executive and leader in the Change Management, Leadership Development, Six Sigma and Executive Coaching fields, Rajesh Tedla has more than 25 years experience as a practitioner and consultant. He served as Sr. VP for a division of GE. He holds BSME, MSIT and MBA. His certifications include CPBA, CPVA, CPDNA & CPTHD. Coaching Organizations for Breakthrough Performance 972.346.2892 cnielson@nielsongroup.com
CREATING AN ENGAGING CULTURE World Class ROI/Profitability tied to Employee Engagement A recent analysis Gallup conducted at the organization level found that across industries, organizations employee engagement scores directly related to their earnings per share (EPS). Organizations with employee engagement scores in the top quartile of Gallup s overall database in 2006 and 2007 posted earnings in 2007 and 2008 that were on average 28% higher than those of their competitors. Among organizations with engagement scores in the top decile, EPS topped those of their competitors by an average of 72%. Moreover, organizations with comparatively high proportions of engaged employees were much less likely than the rest to see a decline in EPS in 2008, the year after the recession officially began. About Our Solution A. Employee Engagement Survey administered to employees captures effectiveness in four key organizational metrics: Processes, Work Management, Relationships, Leadership B. Employee engagement score indexed to department/unit business performance outcome metrics C. Employee engagement survey and performance outcome metrics used to conduct employee engagement focus groups with employees and management groups D. Recommendations for laser-focused employee engagement strategies developed and tied to performance/roi metrics E. Selected employee engagement initiatives approved and funded. Implementation includes monitoring performance outcomes for ROI F. Continue Employee Engagement Survey on regular basis. Track with performance outcomes over time. Measure success. STRATEGIC HUMAN CAPITAL MANAGEMENT Employee Engagement As a Profit Growth Strategy Top-performing organizations understand that employee engagement is a strategy that drives business outcomes. Research shows that engaged employees are more productive employees resulting in increased profitable, productivity, more customer-focused, while decreasing employee turnover and absenteeism. In the best run organizations, employee engagement is a strategic focus supported by methodologies for driving improvement and organizational change. The best performing companies know that developing an employee engagement strategy is critical. They also know linking employee engagement to the achievement of corporate goals is the key to business success. Reference: Gallup Inc s Employee Engagement Survey Oct 2011 According to Gallup, employee engagement at the business/work unit level relates to nine major performance outcomes including turnover, absenteeism, safety, productivity, and profitability. The graph above displays results from Gallup s latest meta-analysis, which aggregates data from 199 research studies across 152 organizations in 44 industries. The bars represent median differences between business/work units in the top quartile of employee engagement scores and those in the bottom quartile. Perhaps the most essential findings for business leaders are that: The median productivity level among top-quartile business/work units was 18% higher than among bottom-quartile units; and The median profitability level among top-quartile units was 16% higher than among those in the bottom quartile. TNG s Employee Engagement Strategy Think Globally, Act Locally Develop Predictive Capability Online Employee Survey Ease of administration, relevant questions Feedback on 4 areas of Employee Engagement - Leadership, Processes, Relationships & Work Management by business unit, mgmt/non-mgmt Employee Engagement Index for tracking progress Comprehensive, laser-focused feedback - Bottom-Up Solutions revealed Co-design and deliver tangible solutions no cookie cutter Tangible unit-specific actions receive strong internal support Repeat process on regular basis (every 6 to 12 months) Unit-level Scorecard visualizes current and forecasted outcomes 972.346.2892 Ask for Carl Nielson
2007 Q2 2007 YE 2008 Q2 2008 YE 2009 Q2 2009 YE 2010 Q2 2010 YE BUSINESS TRANSFORMATION STRATEGIC HUMAN CAPITAL MANAGEMENT Employee Engagement As a Profit Growth Strategy Carl Nielson 972-346-2892 cnielson@nielsongroup.com Work Management Cross Functional Effectiveness Role Clarity/Agreement Measures and Goal Clarity Talent-Role Match Diversity of Perspective Valued Personal Accountability to the Team Collaborative Decision Making Project Management Skills Leadership Employee Engagement Index Clarity of Vision/Mission/Objectives Performance Management Ensures Timely Rewards and Recognition Continuous Improvement Focus Fully Leverages Talent within the Team Coach Approach to Guiding the Team Eliminates Barriers for the Team Leads by Example (promotes collaboration and creativity) Input: Employee Engagement Index Outputs: Productivity Absenteeism Turnover Profitability Team Processes Team Norms Effectively Followed Culture of Continuous Improvement Openness to Ideas Shared Leadership Shared Information We Can Do It Attitude Time Given to Planning, Decision Making and Quality Discussions Relationships Belonging to the Group Satisfaction Team meetings are friendly, relaxed and energetic Open Expression of Feelings and Facts Focus on Cooperation/Collaboration, Not Blaming Respect for Team Members Personally Accountable to Team Members Culture of Open Communication Data Information Insight Action Employee Engagement Index 95% 85% 75% 65% 55% 45% 35% 80% 70% 60% 50% 40% 30% 20% 10% 0% Processes Relationships Work Management Leadership Strategic Laser-Focused Interventions Employee Engagement Index Employee Engagement Index to Performance Outcomes 100.000% 90.000% 80.000% 70.000% 60.000% 50.000% 40.000% 30.000% 20.000% 10.000% 0.000% 2007 Q2 2007 YE 2008 Q2 2008 YE 2009 Q2 2009 YE 2010 Q2 2010 YE 30.000% 25.000% 20.000% 15.000% 10.000% 5.000% 0.000% Productivity Employee Engagement Index Absenteeism Turnover Profitability 972.346.2892 Ask for Carl Nielson