Transcript ivan-robertson.ppsx

Talent management:
Incorporating well-being
Ivan Robertson
Talent management
• Attracting candidates
• Short-listing and selecting candidates
• Developing and sustaining high performance
• Managing career transitions
- promotion
- retraining
- redundancy
- retirement
Assessment:
Current approaches
• Psychometrics
Ability tests, e.g. verbal, numerical, spatial, general mental ability
Personality assessment
• Interviews
Structured, e.g. behavioural, situational
“Psychological”
•
•
•
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Biodata
Work samples
Situational judgement
Assessment centres (including work samples, situational,
psychometrics and interviews)
How do we know if an assessment
method is any good?
Reliability & Validity
• Reliability
Does the method produce reliable scores for a
candidate?
Inter-rater
Test-re-test
Internal consistency
How do we know if an assessment
method is any good?
Reliability & Validity
Validity
Does it measure what it is supposed to?
- Content validity
- Construct validity
- Criterion validity
– does it predict work performance?
How do we know if an assessment
method is any good?
Criterion-related validity
Current approaches to assessment:
The “Champions League”
Method
Points
Rank
Work sample tests
54
1st
Cognitive tests
51
2nd=
Structured interviews
51
2nd=
Personality tests
40
4th
Assessment centres
37
5th
Biodata
35
6th
…
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References
26
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Graphology
02
Relegation!
Current approaches to assessment
• Focus on performance & competencies – not wellbeing
Maximal performance … not, sustainable (typical)
Performance … not performance under pressure
Can someone do it … not, will they flourish?
Why well-being matters
People higher on psychological well-being
• Show greater flexibility and originality
• Respond better to unfavourable feedback
• Make more positive judgements about others
• Show higher levels of “Engagement”
• Are more productive
• Are likely to live longer … be sick less often … and
have happier work and home life
*Lyubomirsky, King & Diener, 2005
Why well-being matters
• Harter, Schmidt and Keyes
(2003) Nearly 8,000
separate business units in
36 companies
engagement/well-being
correlated with business
unit performance
(sickness-absence,
customer satisfaction,
productivity, employee
turnover, etc…)
• Boorman review (2009)*
Health & well-being
related to: MRSA, Patient
satisfaction, Agency spend
www.nhshealthandwellbeing.org/FinalReport.html
Why well-being matters
Some studies:
• Cropanzano and Wright (1999) Five
• Donald et al., (2005) – almost a
year longitudinal study of
quarter (23%) of variance in
psychological well-being and
employee productivity (sample of
performance. Strong correlation
16,000UK employees) is explained
between well-being and work
by:
performance
- Psychological well-being
• Taris & Schreurs (2009)
Client satisfaction (66 organisations,
- Perceived commitment of
r=.29)
organisation to employee
• Ford et al., (2011)
- Resources and communications
Overall performance (111
organisations, total sample 10,000+,
r=.40)
Pressure, performance & well-being
• Demands
• Control
• Support
Johnson & Hall, 1988; De Lange et al., 2003; O’Driscoll & Brough,
2010
The “6 essential” sources of
pressure
• Resources and communication (Pressure from lack of resources or
information)
• Control and autonomy (Limitations on how the job is done or freedom to
make decisions)
• Balanced workload (Peaks and troughs in workload, difficult deadlines,
unsocial hours, work life balance challenges)
• Job security & change (Pressure from change and uncertainty about the
future)
• Work relationships (High pressure relationships with colleagues,
customers, bosses)
• Job conditions (Pressure from working conditions or pay and benefits)
Resources and
Communication
Control
Work Relationships
Balanced workload
Job Security
& Change
Job conditions
Psychological
well-being
&
coping
behaviour
Sustainable
performance
Assessment for performance AND
well-being
• Sources of pressure differ for different jobs
A Job “pressure profile”
• People differ in how well they can cope with different
sources of pressure
A Person “pressure profile”
Profiling the job
Job profile
Resources
and
Communication
Control
Work Relationships
Balanced workload
Job Security
and Change
Job Conditions
Source of pressure in the job
6…………………………………….1
Profiling the job
Troubled by this
1…………………………………….6
Person profile
Resources
and
Communication
Control
Work Relationships
Balanced workload
Job Security
and Change
Job Conditions
Profiling the job
Person profile
Job profile
Resources
and
Communication
Resources
and
Communication
Control
Control
Work Relationships
Work Relationships
Balanced workload
Balanced workload
Job Security
and Change
Job Security
and Change
Job Conditions
Job Conditions
Comparing the job and the person
Job profile
Person profile
Resources
and
Communication
Resources
and
Communication
Control
Work Relationships
Balanced workload
Job Security
and Change
Job Conditions
“Matching”
Score
Score indicates
if person is
likely to
“flourish” or be
“troubled” in
the role
Control
Work Relationships
Balanced workload
Job Security
and Change
Job Conditions
ASSET Selection Tool
Two part matching process:
- Profile the pressures associated
with a role
- Measure a candidate’s ability
to cope with these pressures
The selection tool is based on
the valid and reliable ASSET
‘6 Essentials’ Model
ASSET Selection Tool
Report includes a matching profile
and overall matching score
Collaboration to develop tool
Requirements of collaborating organisations
• Identify individual roles where there are reasonably large
numbers of employees (more than 10 – larger numbers are
even better).
• Job holders complete two short questionnaires
• Supervisors of the job holders complete a short performance
evaluation questionnaire for each job holder included in the
study.
• Job experts complete a short questionnaire to provide
information about each of the specific roles included in the
research.
Collaboration to develop tool
Expected outcomes
• A new, simple tool that can be used to help ensure that
recruits are better able to withstand the pressures in a job.
• Information for collaborating organisations that gives them
insights into the “pressure profile” of each of the jobs that are
included in the research.
• An executive report summarising the work done and the main
outcomes.
• Preferential access to the tool for collaborating organisations.