What process does your organization use for selecting or promoting people?
How do you equip leaders for their roles?
And how do you evaluate their performance?
Here’s the approach I see too often: Scatter shot!
Most organizations don’t have competency models. Many hire and promote without using psychometric assessments, even for their leaders. Well-meaning HR folks are tantalized by various offerings for leadership development. They select whatever feels right in the moment, try it on, then grab the next shiny new offering.
The result? Well, scatter shot! Hiring is based too much on personal biases. The workforce nibbles on an ever-changing sample platter of development initiatives. Colleagues don’t evaluate one another’s performance in a way that is connected to the organization’s values and mission.
What’s the answer? I highly recommend building a unified framework for hiring, development, and performance evaluation. Here’s what that could look like, step by step.
- Create a competency model with your leadership team that articulates the values and capabilities critical for your organization and its key roles. This doesn’t have to be super complicated. The process of sorting various competencies and narrowing down to a select set is in itself a valuable exercise for a leadership team.
- Use a quality assessment for hiring that aligns with the competency model you’ve decided on. Your assessment will reveal what competencies each candidate offers, and what he or she may need to develop.
- Use the assessment you’ve chosen for ongoing team and leadership development and coaching.
- Use the same product family’s 360 evaluation tool.
What would that look like, more specifically?
Here’s an example using the Hogan Assessment System:
- Use Hogan Assessment System’s Configure feature to sort competencies and identify your organization’s competency model.
- Use Hogan’s suite of assessments to assist in hiring and promotion decisions in alignment with your competency model. You’ll be able to see which scales align with which competencies.
- Use Hogan’s team report to discover your leadership team’s make up. What are your competencies as a group? Where are you strong and what do you lack as a team? After doing this, you will know what team and leadership development areas to focus on!
- Use Hogan’s 360 tool for performance evaluation that’s aligned to your competency model. You can see a sample of their 360 report on their website.
Now you may think I’m advocating that you use just one product line for all your leadership development needs. Not at all! You can always selectively and strategically add development offerings. Just be sure to have a “backbone” product for competencies, selection, core development, and 360 evaluation. Then add on tools that make sense.
The benefits of this approach are many.
- One of the biggest is having a shared vocabulary for describing the qualities you want to see on your team and across the organization.
- Each tool further supports the mission and vision of the company.
- You create a consistent expectation among employees around their training and continuing development.
- Each employee feels understood and invested in as valuable member of the team.
A word of caution: don’t confuse your employee population by mixing too many products, measurements, terms and phrases. Tidy things up and get strategic about how you want to implement.
If you are ready to create a streamlined approach for leadership development in your organization, contact us to discuss which assessment line would best fit your needs.