WHITE PAPER — OPTIMIZING YOUR LEADERSHIP PIPELINE INDIVIDUAL CONTRIBUTORS
Volume: How many people need to be assessed?
Role: What tools (simulations, exercises, surveys, tests, etc.) will produce the most relevant information to use in making a selection decision for a specific position?
Often these variables shift in priority depending upon the stage in the selection process. At the top of the selection funnel, numerous people must be assessed, and the readiness assessment tool needs to uncover information that is fair, easy to compare, and useful in the selection process. At this stage cost effectiveness is important, and automa- tion is a way to achieve this, especially for large groups. Screening assessments like DDI’s tests and inventories are efficient, lower-cost tools that can be used to assess larger numbers of individuals.
In later stages of the selection process, the focus shifts towards risk and role, and getting sufficient information to ensure a sound hiring decision. This requires con- ducting behavioral assessments, interviews and simulations that give you insight into how individuals have performed or will perform in job situations.
Tests and inventories. Using a test or inventory is helpful to identify individuals who are ready to move to higher roles. For example, DDI’s Team Member, Professional, Customer Service, Sales, and Support Services (for Health Care organizations) Career Batteries (and Engagement Readiness Index which is
included with all Career Batteries) will uncover core skills and attributes required for success in individual con- tributor positions. These instruments are easy to administer and provide valuable insight. They can be used with behav- ioral interviewing to collect more detailed information about a candidate.
Behavioral interviewing. Targeted Selection® behavioral interviewing is an effective tool to gather information on experiences, motivations, and aspirations. It’s a proven solution that examines past behavior in order to predict future behavior. Questions posed support the specific competencies important to an organization’s Success ProfilesSM for individual contributors, as detailed on page two.
Behavioral assessments. Behavioral assessments are future-focused, used to evaluate the skills and readiness of both potential leaders and individual contribu- tors wishing to advance into a non-leader- ship role. DDI’s Assessing Talent® plat- forms use modular, web-delivered simula- tions designed to diagnose the develop- ment needs of individual contributors. When used with tests and behavioral interviews, this approach yields the most detailed information about a candidate.
Part of a successful transition to a new level of leadership is successful onboarding and orientation.
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