Assessments Today

Question: Is there a direct ROI from assessments?

Perhaps I am missing something but I really don’t see any valid correlation between ROI and Assessments in general EXCEPT for recruitment purposes.  Then it really is a test and you can tie your choices from the assessment directly back to some other measurement tools of success.  But think – so let’s say a child takes some sort of learning test and discovers or confirms that they are in fact dyslectic.  There is no value in the test unless the information is used in another program.  Would the learning challenge have been discovered otherwise, who knows.  Do the results help in designing an intervention, probably.  So an assessment can lead to a focus of attention but it is NOT a stand alone.

Behavioral and even competency assessments are tools to use to gather information and measure.  It is the program or how this data is used that is important.  I have read two studies one on EQ but BOTH had training and coaching involved after the assessment.  When the assessment was taken again sometime later, the “results” had improved but it was still required to determine what kinds of results (not just changes on the part of the people) was expected by the organization.  Team performance assessments like Lencioni’s 5 Dysfunctions which I also use, might have greater success assigning ROI but I don’t have any data at this time.

As for behavioural or preference type assessments (Platinum, Disc, MBTI), there is no right or wrong so ROI isn’t really as relevant – despite what one might be told.  However, the use of an assessment as a tool (as I mentioned above) and then used in a program to enhance skills or whatever AND then measured in changes could be used for some kind of ROI. In simple terms – assessments should never be used alone.  The question is do they enhance the results or add to the program that is being used.  The value of assessments is more anecdotal at best – unless a real test. 

How do Alpha Females Lead Differently than Alpha Males?

This was a offer that I couldn't turn down and thought you might be interested as well.  The Work Ethic Corporation is collecting data for their research study Predicting Leadership Success.  They have joined forces to offer a free assessment through Harvard Business Publications.  Here is the offer that I received:

Studies show that certain characteristics come more intuitively to men, such as analytical thinking and competitiveness, while women tend to place more value on relationships, teamwork and consensus-building.

But, what separates the competitive and ambitious male leaders from their equally powerful and determined female counterparts? Men and women bring obvious gender differences to the corporate round table, but how exactly do they lead differently?

These are just a few of the ideas explored in Kate Ludeman and Eddie Erlandson's new survey, "Predicting Leadership Success." This survey explores how women and men lead differently and assesses how to predict your own success as a leader.

What's in it for you? For a limited time only, you will receive a complimentary 30-minute phone coaching session to discuss your Alpha Assessment as a "thank you" for completing the survey. Note that you must complete both the survey and the Alpha Assessment to receive your complimentary phone coaching session.

Take the Survey now

I Like Chocolate Too: Or What Flavor of the Month Do You Follow?

This is the last article that I have written for WABC Magazine.

by Roberta Hill

My oldest stepson loves chocolate: Chocolate everything—especially une glace (ice cream). The younger one on the other hand prefers strawberry. It makes things rather reliable and predictable as they are highly unlikely to be tempted by the flavor of the month*. Unfortunately, the same cannot be said for choices often made in businesses. As organizations look for quick wins and short-term profits, managers frequently feel pressure to try the latest fad. In retail, the flavor of the month lasts 30 days. In business, the flavor seems to have more of a 30-month cycle.

Assessments often fall into a similar pattern. The Myers-Briggs Type Indicator® (MBTI), perhaps the most popular assessment around, seems to go in and out of favor every few years. People become bored with it or 'everyone' in the company has already completed it at least twice. Not that they can tell you their preference type; let alone explain what it means. I believe that the underlying problem is that not enough time is provided to properly introduce, understand, debrief and, more importantly, apply the lessons learned from the assessment. I was once asked to do MBTI training with 50 people in one-and-a-half hours. Impossible! I finally did a True Color Introductory session with them and negotiated two-and-a-half hours. (In encouraging management to reconsider the MBTI training, I used some of the suggestions outlined below.)

Personally, I don't think that getting 'tired' of an assessment is necessarily a bad thing. Sometimes experimentation is a good thing. Even my sons want to try something new once in a while, but they always end up going back to their favorites. The problem with a fad is that whether it is Six Sigma, Balanced Scorecard, or Learning Organizations, it remains a standardized, cookie-cutter approach that breeds cynicism. I can already see the signs of some current popular assessments falling out of the limelight over the next few years. (This is speculation on my part so I shall not name names.)

What we tend to get is a repackaging of the same old principles into something that has more technological bells and whistles. Chocolate will always be around. This is a fact and a trend—not a fad. In business 'Quality' is a fact and trend not a fad. In the human resources field, testing is a fact not a trend. Assessments have been around a long time and are a solid trend—even though they may become 'faddish' at times; this too shall pass. As I have written before, it is not the tool that is wrong or invalid or weak, it is how it is used that is critical.

Don't be tempted to compromise how you use an assessment to meet these requests or demands. Here are a few tips on how to survive the drought and/or resistance:

• Do not compromise. But don't be rigid either. If the client is not convinced, let it go.
• Remember that perhaps the assessment you use isn't as in demand today or is receiving resistance; your coaching is so much more. Wait. What goes around comes around.
• Connect the principles and theories of the instrument to the needs and strategies of the individual or group with whom you are working. Establishing context is always a key to using assessments.
• Be sure to tie your assessment data into action plans and then measure the success. This is the thing that makes the difference between 'taking' an assessment and 'applying' what you learn from an assessment.

And, if you are tempted to jump on the bandwagon of the latest assessment, heed this advice (so un-coach-like of me):

• Keep your perspective. Why did you want to use an assessment in the first place? To better serve your client or to make residual income?
• Unless you want to become an expert or guru in the use of that tool, you will probably never recoup your initial time and investment to become certified. Do you want to be a marketer or a coach?
• Some markets or industries will stick to certain assessments while others will be much more 'fly by night' in their approach, so don't get caught up in the hype. Find the place that fits best for you.
• "Stick to the knitting." By that I mean, look for alternative ways to provide the type of assessment you use. Perhaps a simpler version—this is not compromising. This is being flexible to the demands of our current reality. Utilize online versions, which save time.

Often my job is educating the client. Just like my children ... sometimes they listen and sometimes they don't. Hopefully it will all wash out in the end. In the meantime, I will take my favorite type of ice cream if you don't mind. Give me Chocolate Chip Mint please. (That's code for trying to hedge my bets.)

* This article is full of colloquial sayings, idioms and euphemisms—no apologies—it just seemed appropriately trite given the topic.

Copyright 2007 Roberta F. Hill, AssessmentsNow.com Used with permission.   This article first appeared in Business Coaching Worldwide (Volume 3, Issue 3, 2007).

Onboarding and Employee Satisfaction

This time last year, Sirota Survey Intelligence released the following news release:  Regardless of Their Ages, Most Workers Lose Enthusiasm For Their Jobs After Six Months

Many managers erroneously believe there are major differences between generations in what people want from their jobs.  New survey data just released by Sirota Survey Intelligence, specialists in attitude research, further debunks this myth.

The data support Sirota's previous findings that differences one finds at work between older and younger people are largely a result of tenure ­ not age and older employees (e.g. those ages 25-34 and those 55 and older), both groups show a sharp decline in their satisfaction from their first year of employment ­ 69 percent in each case ­ to 54 percent and 53 percent, respectively, among those with 2 to 5 years' experience.

Even among younger and older employees (e.g. those ages 25-34 and those 55 and older), both groups show a sharp decline in their satisfaction from their first year of employment ­ 69 percent in each case ­ to 54 percent and 53 percent, respectively, among those with 2 to 5 years' experience.

Sirota examined the overall satisfaction expressed by 64,304 workers in employee attitude surveys the firm conducted for their employers.  The study focused on an important element of satisfaction ­ equity, or being treated fairly with respect to the basic conditions of employment. 

"Company culture ­ or how management treats employees, and management's attitudes and behaviors toward workers ­ determines how much of a downturn in enthusiasm there will be," said Douglas Klein, president of Sirota Survey Intelligence.   

"Older employees start new jobs with the same hopefulness as younger workers.  They have the same fundamental needs as younger employees," Klein added. "Their level of enthusiasm depends on how well their needs are met as they move through the various stages of their employment life cycle," he concluded.   

"Just 14 percent of organizations have enthusiastic work forces, where more than 75 percent of employees are satisfied overall, and less than 10 percent are dissatisfied," said David Sirota, chairman emeritus of Sirota Survey Intelligence and co-author of "The Enthusiastic Employee: How Companies Profit By Giving Workers What They Want," (Wharton School Publishing). Sirota examined the overall satisfaction expressed by 64,304 workers in employee attitude surveys the firm conducted for their employers.  The study focused on an important element of satisfaction ­ equity, or being treated fairly with respect to the basic conditions of employment. 

MEDIA CONTACT:
Sal Vittolino
Buchanan Public Relations
(610) 649-9292 X 102

I have notice in the last few years an increasing movement to providing support (often coaching) to important new hires as well as the move towards a greater use of testing in recruitment.  While both of these strategies may be worthwhile, the study above indicates a need for a more systemic and holistic approach.  It would be wise of companies to fully understand their own culture and then to assess the values of the organization.  Retention remains a key issue not just for the cost to the organization, the waste of a  new employee but the overall erosion of morale through out the company. 

How to communicate the value of assessments to others

Many of my readers use assessments in their business, training and / or coaching.  One of the questions that I get the most is:   "How can I show potential clients the value of using an assessment?"  I came across an interesting article from Abaminds a few weeks ago and thought it would be a great kick off post for the New Year.

Abaminds is a blog meant to help you have new ideas — or reuse old ones — and turn them into content. It should also offer you some food for thought, which may lead to even more content creation.

Bloggers, webmasters, writers, forum admins, mailing list owners and social media users are among the people who might benefit from the articles found on Abaminds.

The author, Karen Zara, in her post How To Turn Serious Personality Tests Into Content" suggests five good ways to write about assessments.  One of my favourites is her very first  - Discussing your results is the most obvious option. You can write a humourous piece about them.  You can go to the link to find out the other ideas.