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Dale Campbell
Dale Campbell

This document summarizes a presentation on selecting the right people and new tools in talent management. It discusses projected leadership shortages in higher education due to retirements. New tools from business like work style questionnaires and simulations can reduce hiring costs and improve effectiveness over traditional interviews and references. A case study demonstrates how these tools were used to select a new college president. The presentation recommends colleges adopt valid assessment tools and share strengthened hiring processes with trustees to strategically address leadership needs.

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Selecting the Right People CUPA HR 2010 SOUTHERN REGION CONFERENCE Tampa, FL New Tools in Employee Selection and Workforce Development
SELECTING THE RIGHT PEOPLE PRESENTERS Dale F. Campbell, Professor and Coordinator, Higher Education Administration Program, University of Florida Les Krieger, President, Assessment Technologies Group, a full service, industrial/organizational consultancy that provides human resource decision support
AGENDA I. Projected Leadership Shortages II. New Tools in Talent Management III. Case Study in Employee Selection IV. Talent Identification and Development V. Implications Q & A
PROJECTED LEADERSHIP SHORTAGES
RESEARCH
Higher Educations Projected Leadership Gap Presidents Profile 60 yearsAverage age of presidents 61 years or older49 percent of presidents American Council on Education, 2006 RESEARCH
Chief Academic Officer Profile Institutional Type Age Percent Doctorate Granting 51 - 60 45.5% 61> 47.9% Associate Granting 51 - 60 51.1% 61 > 27.4% The CAO Census, American Council on Education, 2009 RESEARCH
The New Leadership Gap Administrative Staff 11-25% 26>50% Academic Affairs 39% 13% (Dir. Learning Resources, Institutional Research, etc.) Student Affairs 31% 9% (Registrar, Dir. Financial Aid, etc.) Business Affairs 29% 10% (Dir. Accounting, Human Resources, etc.) Campbell, D.F. (2006). The New Leadership Gap: Shortages in Administrative Positions. Community College Journal, Feb/Mar, 12. RESEARCH PROJECTEDRETIREMENTS2006- 2010
Selection Process Findings Application Forms 93% 7% Resumes 92% 8% Pre-screening 55% 45% Telephone Interviews 57% 43% Structured Behavioral Interviews 45% 55% Work Styles Questionnaires 7% 93% RESEARCH INITIAL SCREENING Used Not Used
Prediction of Job Success 1.0 = Perfect ASSESSMENT METHOD Prediction References 0.10 Unstructured interviews 0.25 Structured interview 0.35 Work Styles Questionnaires 0.40 Work sample tests 0.46 Assessment center ratings 0.60 Bain, N., and B. Mabey. (1999). The People Advantage: Improving Results through Better Selection and Performance, 37. RESEARCH
Emerging hiring tools used by corporations could reduce costs and increase the effectiveness of a colleges hiring process More than three-quarters of colleges conduct their own personnel searches for leadership positions Colleges rely almost exclusively on reference checks and interviews in hiring One-third of the colleges offered no training to their search committees on interviewing The New Leadership Gap Facts Opportunity
New Tools in Talent Management
Bellwether Trends from Business Business leaders employ a wider variety of assessment tools to increase the probability of making a successful hire 40 percent of medium-sized companies report using work styles questionnaires, and 32 percent use simulations in addition to interviews in hiring processes. The Landscape
Dean of Enrollment Management & Registrar CASE STUDY
Job Description Report WORK PROFILING Person Specification Report Management Competencies Report
Outlines key tasks of the position Can include behaviors observed to be part of job JOB DESCRIPTION REPORT
Outlines person attributes Essential, Important and Relevant to meeting job objectives PERSON SPECIFICATION
MANAGEMENT COMPETENCIES
Selecting the Next President of Saddleback College CASE STUDY
損 OPQ provides an objective assessment of an individuals preferred work styles in relationships with people, thinking styles, feelings and emotions 損 Report provides a candidates self-assessment of his or her preferred team, leadership and reporting styles 損 Management Competency Profile includes Managerial, Professional, Entrepreneurial and Personal Qualities 損 Current industry standard used by more than 1,000 companies worldwide in employee selection and development OPQ: A Widely-Used Work Styles Questionnaire OPQ
21 THINKING STYLE 1 2 3 4 5 6 7 8 9 10 prefers dealing with opinions and feelings rather than facts and figures, likely to avoid using statistics Data Rational likes working with numbers, enjoys analyzing statistical information, bases decisions on facts and figures ANALYSIS does not focus on potential limitations, dislikes critically analyzing information, rarely looks for errors or mistakes Evaluative critically evaluates information, looks for potential limitations, focuses upon errors does not question the reasons for peoples behavior, tends not to analyze people Behavioral tries to understand motives and behaviors, enjoys analyzing people prefers changes to work methods, prefers new approaches, less conventional Conventional prefers well established methods, prefers a more conventional approach CREATIVITYANDCHANGE prefers to deal with practical rather than theoretical issues, dislikes dealing with abstract concepts Conceptual interested in theories, enjoys discussing abstract concepts more likely to build on than generate ideas, less inclined to be creative and inventive Innovative generates new ideas, enjoys being creative, thinks of original solutions prefers routine, is prepared to do repetitive work, does not seek variety Variety Seeking prefers variety, tries out new things, likes changes to regular routine, can become bored by repetitive work behaves consistently across situations, unlikely to behave differently with different people Adaptable changes behavior to suit the situation, adapts approach to different people more likely to focus upon immediate than long-term issues, less likely to take a strategic perspective Forward Thinking takes a long-term view, sets goals for the future, more likely to take a strategic perspective STRUCTURE unlikely to become preoccupied with detail, less organized and systematic, dislikes tasks involving detail Detail Conscious focuses on detail, likes to be methodical, organized and systematic, may become preoccupied with detail sees deadlines as flexible, prepared to leave some tasks unfinished Conscientious focuses on getting things finished, persists until the job is done not restricted by rules and procedures, prepared to break rules, tends to dislike bureaucracy Rule Following follows rules and regulations, prefers clear guidelines, finds it difficult to break rules accepts majority decisions, prepared to follow the consensus Independent Minded prefers to follow own approach, prepared to disregard majority decisions OPQ PROFILE Profile = Resistance to Change
MAXXattain Scorecard MAXXattain helps identify HIGH potential performers by: Distilling work styles assessment complexity Providing easy to read statistical and graphical format
HEADLINE NEWS REPORT
Executive Search Support Comparison External Search Firm - focuses on recruitment and helping a college find a diverse and highly qualified pool of candidates Prediction of Job Success: References (0.10), Interviews (0.25) Cost: $25,000 to over $100,000 FuturesLeaders-ATG - provides the science, technology and expertise to assist a college in conducting its own searches Prediction of Job Success: Work Styles Questionnaire (0.40) Cost: $5,000 to $15,000 The CAO Census, American Council on Education, 2009 ROI
Avoid widely known assessment tools designed for team building that do not have the reliability and validity to be used in the hiring process Adopting New Tools Unbundle your bid process if using executive search firms, requiring bidders to demonstrate the reliability and validity of their instruments to hold up under legal challenge Recommendations Share how you are strengthening your colleges hiring processes with your board of trustees
Strategic Imperatives for HR Are you satisfied that your selection process will provide you the highest return on investment and the best prediction of a successful hire? To what extent have the duties and responsibilities changed for key leadership positions? Is there an emerging leadership gap at your institution in key leadership positions?
Discussion Q & A QUESTIONS

More Related Content

CUPA10

  • 1. Selecting the Right People CUPA HR 2010 SOUTHERN REGION CONFERENCE Tampa, FL New Tools in Employee Selection and Workforce Development
  • 2. SELECTING THE RIGHT PEOPLE PRESENTERS Dale F. Campbell, Professor and Coordinator, Higher Education Administration Program, University of Florida Les Krieger, President, Assessment Technologies Group, a full service, industrial/organizational consultancy that provides human resource decision support
  • 3. AGENDA I. Projected Leadership Shortages II. New Tools in Talent Management III. Case Study in Employee Selection IV. Talent Identification and Development V. Implications Q & A
  • 6. Higher Educations Projected Leadership Gap Presidents Profile 60 yearsAverage age of presidents 61 years or older49 percent of presidents American Council on Education, 2006 RESEARCH
  • 7. Chief Academic Officer Profile Institutional Type Age Percent Doctorate Granting 51 - 60 45.5% 61> 47.9% Associate Granting 51 - 60 51.1% 61 > 27.4% The CAO Census, American Council on Education, 2009 RESEARCH
  • 8. The New Leadership Gap Administrative Staff 11-25% 26>50% Academic Affairs 39% 13% (Dir. Learning Resources, Institutional Research, etc.) Student Affairs 31% 9% (Registrar, Dir. Financial Aid, etc.) Business Affairs 29% 10% (Dir. Accounting, Human Resources, etc.) Campbell, D.F. (2006). The New Leadership Gap: Shortages in Administrative Positions. Community College Journal, Feb/Mar, 12. RESEARCH PROJECTEDRETIREMENTS2006- 2010
  • 9. Selection Process Findings Application Forms 93% 7% Resumes 92% 8% Pre-screening 55% 45% Telephone Interviews 57% 43% Structured Behavioral Interviews 45% 55% Work Styles Questionnaires 7% 93% RESEARCH INITIAL SCREENING Used Not Used
  • 10. Prediction of Job Success 1.0 = Perfect ASSESSMENT METHOD Prediction References 0.10 Unstructured interviews 0.25 Structured interview 0.35 Work Styles Questionnaires 0.40 Work sample tests 0.46 Assessment center ratings 0.60 Bain, N., and B. Mabey. (1999). The People Advantage: Improving Results through Better Selection and Performance, 37. RESEARCH
  • 11. Emerging hiring tools used by corporations could reduce costs and increase the effectiveness of a colleges hiring process More than three-quarters of colleges conduct their own personnel searches for leadership positions Colleges rely almost exclusively on reference checks and interviews in hiring One-third of the colleges offered no training to their search committees on interviewing The New Leadership Gap Facts Opportunity
  • 12. New Tools in Talent Management
  • 13. Bellwether Trends from Business Business leaders employ a wider variety of assessment tools to increase the probability of making a successful hire 40 percent of medium-sized companies report using work styles questionnaires, and 32 percent use simulations in addition to interviews in hiring processes. The Landscape
  • 14. Dean of Enrollment Management & Registrar CASE STUDY
  • 15. Job Description Report WORK PROFILING Person Specification Report Management Competencies Report
  • 16. Outlines key tasks of the position Can include behaviors observed to be part of job JOB DESCRIPTION REPORT
  • 17. Outlines person attributes Essential, Important and Relevant to meeting job objectives PERSON SPECIFICATION
  • 19. Selecting the Next President of Saddleback College CASE STUDY
  • 20. 損 OPQ provides an objective assessment of an individuals preferred work styles in relationships with people, thinking styles, feelings and emotions 損 Report provides a candidates self-assessment of his or her preferred team, leadership and reporting styles 損 Management Competency Profile includes Managerial, Professional, Entrepreneurial and Personal Qualities 損 Current industry standard used by more than 1,000 companies worldwide in employee selection and development OPQ: A Widely-Used Work Styles Questionnaire OPQ
  • 21. 21 THINKING STYLE 1 2 3 4 5 6 7 8 9 10 prefers dealing with opinions and feelings rather than facts and figures, likely to avoid using statistics Data Rational likes working with numbers, enjoys analyzing statistical information, bases decisions on facts and figures ANALYSIS does not focus on potential limitations, dislikes critically analyzing information, rarely looks for errors or mistakes Evaluative critically evaluates information, looks for potential limitations, focuses upon errors does not question the reasons for peoples behavior, tends not to analyze people Behavioral tries to understand motives and behaviors, enjoys analyzing people prefers changes to work methods, prefers new approaches, less conventional Conventional prefers well established methods, prefers a more conventional approach CREATIVITYANDCHANGE prefers to deal with practical rather than theoretical issues, dislikes dealing with abstract concepts Conceptual interested in theories, enjoys discussing abstract concepts more likely to build on than generate ideas, less inclined to be creative and inventive Innovative generates new ideas, enjoys being creative, thinks of original solutions prefers routine, is prepared to do repetitive work, does not seek variety Variety Seeking prefers variety, tries out new things, likes changes to regular routine, can become bored by repetitive work behaves consistently across situations, unlikely to behave differently with different people Adaptable changes behavior to suit the situation, adapts approach to different people more likely to focus upon immediate than long-term issues, less likely to take a strategic perspective Forward Thinking takes a long-term view, sets goals for the future, more likely to take a strategic perspective STRUCTURE unlikely to become preoccupied with detail, less organized and systematic, dislikes tasks involving detail Detail Conscious focuses on detail, likes to be methodical, organized and systematic, may become preoccupied with detail sees deadlines as flexible, prepared to leave some tasks unfinished Conscientious focuses on getting things finished, persists until the job is done not restricted by rules and procedures, prepared to break rules, tends to dislike bureaucracy Rule Following follows rules and regulations, prefers clear guidelines, finds it difficult to break rules accepts majority decisions, prepared to follow the consensus Independent Minded prefers to follow own approach, prepared to disregard majority decisions OPQ PROFILE Profile = Resistance to Change
  • 22. MAXXattain Scorecard MAXXattain helps identify HIGH potential performers by: Distilling work styles assessment complexity Providing easy to read statistical and graphical format
  • 24. Executive Search Support Comparison External Search Firm - focuses on recruitment and helping a college find a diverse and highly qualified pool of candidates Prediction of Job Success: References (0.10), Interviews (0.25) Cost: $25,000 to over $100,000 FuturesLeaders-ATG - provides the science, technology and expertise to assist a college in conducting its own searches Prediction of Job Success: Work Styles Questionnaire (0.40) Cost: $5,000 to $15,000 The CAO Census, American Council on Education, 2009 ROI
  • 25. Avoid widely known assessment tools designed for team building that do not have the reliability and validity to be used in the hiring process Adopting New Tools Unbundle your bid process if using executive search firms, requiring bidders to demonstrate the reliability and validity of their instruments to hold up under legal challenge Recommendations Share how you are strengthening your colleges hiring processes with your board of trustees
  • 26. Strategic Imperatives for HR Are you satisfied that your selection process will provide you the highest return on investment and the best prediction of a successful hire? To what extent have the duties and responsibilities changed for key leadership positions? Is there an emerging leadership gap at your institution in key leadership positions?