sequencing the dna of human talent - metrics … 2014-02-11 sequencing the dna of human talent our...
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Final: 2014-02-11
Sequencing the DNA of Human Talent
Our growing understanding of competencies and their relationship to job performance.
Tina Filoromo & Bill Guest ANSI Health Care Competency Collaborative
February 11, 2014, Washington DC
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Work Styles Abilities
Knowledge Skills
Jobs defined by Tasks … grouped Competency … the ability to apply knowledge to “do” the task
2
“Competency-Based”
If the U.S. Healthcare industry was an
independent country, it would be the 5th largest economy in the world.
U.S. GDP = $15.68 Trillion Healthcare/GDP = 17.9% 15.680 x 17.9% = 2.807
2.807/71.83 = 3.91% Global
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Healthcare is Important
2,807,000 (millions)
CIA World Factbook, 2012 estimates
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Applicant Funnel
1500 1700 2100 3000 4000 5000
15,000
1. Auto Prescreen – Personality Factors, Knock-Out Q’s
2. Manual Prescreen – Application Review, Engagement Call
3. Test – WorkKeys® (LI, WO), Hogan® (HPI, HDS, MVPI),
SkillSurvey® reference checks, and credential checks
4. Interview – HR TA Specialist with Structured Interview
Guide (SIG) including review of tests and checks
5. DASH – Day of Action Selection Hiring, with Hiring Mgr.
6. Hire – Post-Offer Checks and Employment Physical
Recommend / Hire Ratio 1.4:1
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Challenges – Drowning in a Sea of Data
• Employers have hundreds and in many cases
thousands of job titles and job descriptions
• The O*NET has 974 occupations, >100 health care
• There is no standard competency model
• Hence, competency means different things to
different stakeholders
• O*NET Model has 277 Descriptors, 120 KSAs
• Many define jobs by the tasks … ability to “do”
• There are no common standards for job
components (groups of tasks)
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Key Organizing Dimensions
• Job Families – We organized health care into 23 job
families (>90%). This model enables thousands of job
codes to align with over 100 O*NET occupational codes.
• Competency Families – We embraced the O*NET model
of 120 KSAs. And, we summarized the model at two levels:
(1) a harmonized list of 29 competencies for job analysis
and (2) a list of 5 comprehensive competencies.
• Tasks & Task Families – We combined task lists for O*NET
occupations included in each job family by organizing tasks
around action verbs. Then, we organized the tasks into 9
Task Families by aligning with the 2nd level in the taxonomy
of the O*NET Generalized Work Activities (GWAs).
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Job Families
EXC - Executive
MGR - Manager
FLS - Supervisor, First-Line
PS - Physician, Specialist
PC - Physician, Primary Care
AP - Advanced Practitioner
ES - Environmental Services
NS - Nutrition Services
PCA - Patient Care Assistant
MA - Medical Assistant
RN - Registered Nurse
PT - Pharmacy Technician
PLB - Phlebotomist
REG - Patient Registration, Scheduling, Admitting
BOC - BOC / Medical Secretary
LPN - LPN / Clinic (ambulatory) Nurse
CW - Case Workers
TECH - Technicians
LAB - Laboratory Technicians
MBC - Medical Billing and Coding
THR - Therapists
PHR - Pharmacists
DTN - Dietitians and Nutritionists
Leaders
Providers
Staff
Executive
Manager
Supervisor
PS
PC
AP
ES
NS
PCA
MA
RN
PT
PLB
REG
BOC
LPN
CW
TECH
LAB
MBC
THR
PHRM
DTN
23 Job Families
These 23 job
families cover
90.1% of
employees.
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O*NET Content Model
Competencies
KSAs & Work Styles
• Knowledge – Organized sets
of principles and facts applying
in general domains
• Skills – Developed capacities
that facilitate learning or the
more rapid acquisition of
knowledge
• Abilities – Enduring attributes
of the individual that influence
performance
• Work Styles – Personal
characteristics that can affect
how well someone performs a
job
KSAOs • 33 Knowledge Areas
• 35 Skills
• 52 Abilities
• 16 Work Styles
120 KSAs
USDOL Allied Health Competency Model
Job Specific
Competencies
Industry
Competencies
Foundational
Competencies
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Knowledge
Skills &
Abilities
16
Analysis of Competency Data
• Large validation studies are inherently more reliable
than small local studies.
• Local studies can be interpreted within the context of
large studies.
• Align and analyze the data from the local job analysis
with the O*NET competency data.
Note: At this point – 7 job families done – 10 to go
Insight
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Next Steps
• Complete Job Analysis on next 7 job families (GVSU students)
• Collect longitudinal validation data on assessments SIGs
• Expand use of Hogan® personality assessments
• Explore use of ETS FACETS® personality tools (prescreen)
• Pilot career coaching and develop clear career pathways
• Pilot Prophecy® assessments for Nursing selection
• Improve the USDOL model with ANSI, HPN, H2P, and NN2
• Establish the Center for Health Care Competency Validation
• Improve the Value Logic of Competency Models with ANSI
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Diagram from: Making a Market for
Competency-Based Credentials
by CSW.
Center for Health Care
Competency Validation
Appendices
40
41 National Collaboration Partners and Events
42-43 Value Logic, Illustration of Financial Returns
44-49 Validation Strategy, FFM, O*NET Data
50-56 Keys to Successful Collaboration
57-60 Moneyball, Predictive Validity, and Utility
61-66 Trinity Health Key Performance Metrics – Outcomes
67-68 OECD Adult Skills Data, Likelihood of Poor Health
69-71 Lumina Degree Qualifications Profile, DQP 2.0 Draft
72-73 ANSI HCCC Stakeholders and Talent SCM Diagram
National Collaboration
• American National Standards Institute (ANSI),
Health Care Competency Collaborative (HCCC) • May 10-11, 2012, Washington DC
• March 18-19, 2013, Novi, MI
• February 11-12, 2014, Washington DC
• Health Professions Pathways (H2P) Consortium,*
National Advisory Council (NAC) Member • October 1-2, 2012, Annapolis, MD
• April 15-16, 2013, Charleston, SC
• October 1-2, 2013, Omaha, NE
• Health Professions Network (HPN) Meetings • September 12-15, 2012, Oklahoma City, OK
• February 27-28, 2012, Las Vegas, NV
• September 19-21, 2013, Tucson, AZ (via Marianne Krismer)
*Includes: National Network of Health Care Programs in Two-Year Colleges (NN2) 41
Validation & Defensibility
• Contemporary I/O Psychology – Leveraged contemporary
validation methods. Reference: Alternative Validation Strategies:
Developing New and Leveraging Existing Validity Evidence, Morton
McPhail, Editor, 2007, Professional Practice Series of the Society
for Industrial and Organizational Psychology (SIOP)
• O*NET Analysis – Leveraged O*NET data, the nation’s largest
database on jobs, competencies, and occupations. Reference: An
Occupational Information System for the 21st Century: The
Development of the O*NET by Peterson, Mumford, Borman,
Jeanneret, and Fleishman, 1999 published by the American
Psychological Association (APA)
• Local Confirmatory Job Analysis – Confirming the
applicability of the O*NET to local jobs to enable point-by-point
compliance with the Uniform Guidelines on Employee Selection
Procedures (UGESP), 1978, published by EEOC
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The five factors – Five Factor Model of Personality – Big 5
A summary of the factors of the Big Five and their constituent traits:
Openness to experience: (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has. It is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a variety of activities over a strict routine. Some disagreement remains about how to interpret the openness factor, which is sometimes called "intellect" rather than openness to experience.
Conscientiousness: (efficient/organized vs. easy-going/careless). A tendency to show self-discipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior; organized, and dependable.
Extraversion: (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, surgency, assertiveness, sociability and the tendency to seek stimulation in the company of others, and talkativeness.
Agreeableness: (friendly/compassionate vs. analytical/detached). A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. It is also a measure of one's trusting and helpful nature, and whether a person is generally well tempered or not.
Neuroticism: (sensitive/nervous vs. secure/confident). The tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability. Neuroticism also refers to the degree of emotional stability and impulse control and is sometimes referred to by its low pole, "emotional stability". From: Wikipedia – Big Five personality traits, January 24, 2014
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Alignment with O*NET Data Categories
• Tasks – Used to create task lists for each job family
• Tools & Technology – Used to supplement task list
• Knowledge – KSA charts and competency families
• Skills – KSA charts and competency families
• Abilities – KSA charts and competency families
• Work Activities – Used to frame task families (2nd level)
• Work Context – Not used
• Job Zone – Not used
• Education – Used to group jobs into job families
• Interests – Not used
• Work Styles – KSA chart and aligned with Big 5 personality
• Work Values – Not used
• Related Occupations – Not used
• Wages & Employment Trends – Used to group job into families
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50
Keys to Successful Collaboration
• Clear line-of-sight to the patient – always in our minds
• Two groups: those who serve patients directly, and those who
serve patients indirectly
• Senior leadership team as peers and customers of HR
• EBSP model analogous to evidence-based medicine
• Trinity Health culture work, Guiding Behaviors, prepared the way
• Clearly communicated “pursuit of excellence”
• Using assessments as data to drive better decisions and results
• Change leadership events with HR team
• Focus on better tools to increase expertise of talent acquisition
specialists, not a focus to automate jobs
The Need for Talent Excellence Organizations need the right people with the right knowledge, skills, abilities, and behaviors in the right place at the right time. Individuals need to find jobs that will fully utilize and reward the application of their knowledge, skills, abilities, and behaviors to an organization’s goals. Individuals need clarity around requirements for positions with higher rewards to use as guidance for career and education planning.
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A “Big Idea” in Talent Excellence Improve the frequency of good selection decisions from 50% to 95%. That is, “good” based on ratings of 4 and 5 in response to: “We hired the right person for this position.”
5 = Strongly Agree Clearly on the path to become a top performer 4 = Agree Clearly capable of becoming a top performer 3 = Agree somewhat OK, but not likely to become a top performer 2 = Disagree We wish they were gone, but they’re still here 1 = Strongly Disagree Likely gone within the first 90 days
This is a 10-fold reduction in bad decisions. The defect rate falls from 50% to 5%. This is analogous to LEAN’s elimination of waste. Talent Excellence is LEAN Six-Sigma for Human Resources. *Note: Selection includes external hiring and internal moves to fill a position.
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Our four core processes of
Workforce Planning, Talent
Acquisition, Talent Development,
and Performance Excellence all
work within the context of our
organizational culture.
Trinity Health - Best People / Spiritual Workplace Model
Workforce
Planning
Talent
Development
Talent
Acquisition
Future
State
Current
State
Transformation Projects:
1. Workforce Planning
2. Talent Acquisition
3. Talent Development
4. Performance Excellence
5. Job Profiles (KSAs)
6. UEM Collaboration
Culture
Performance
Excellence
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Applicant Goals
Job Analysis
Competencies
Applicant
Test Scores
Evidence-Based Selection and Evidence-Based Medicine
Evidence-Based Selection Toolkit
• WorkKeys® – Locating Information & Workplace Observation
• Hogan® – HPI, HDS, and MVPI
• SkillSurvey® – Reference Check System
• Certiphi® – Education, Licensure, Certification Check System
• Interview – Structured Interview Guides with BARS
• Employment Physical & Drug Screen
• ETS FACETS® – Planned for prescreening tool
• Benchmark Partners – Exit surveys and interviews
• Position Manager® – Applicant Tracking System (ATS)
• PeopleSoft® – Human Resources Information System (HRIS)
Talent Acquisition Specialists make selection recommendations
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The NCRC is Reading, Math, and Locating Information. Talent is the name of ACT’s personality test. Performance is the name of ACT’s integrity test. Talent includes Conscientiousness, Work Discipline, Customer Service and Teamwork.
Predictive Validity – Job Performance
WorkKeys
Interviews
Personality
Personality
*Note: GMA (r) varies : .58 Professional & Managerial .56 High Level Technical .51 Medium Complexity (62%) .40 Semi-skilled .23 Completely unskilled
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3
1
5
2
6
4
R A N K
The Validity and Utility of Selection Methods in Personnel Psychology:
Practical and Theoretical Implications of 85 Years of Research Findings
Utility – Job Performance
Dollar Value of Output:
Output as a Percentage of Mean: Unskilled & Semiskilled 81% 100% 119% 38%
Skilled 68% 100% 132% 64%
Managerial & Professional 52% 100% 148% 96%
-1σ mean +1σ Variation
Example variation for -40% 100% +40% 80%
a $40,000 worker. -16,000 Mean +16,000 $32,000
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Characteristics for Screening
• Integrity – Safety (Risk Reduction)
• Conscientiousness (General Work
Attitudes)
• Work Discipline
• Teamwork
• Customer Service Orientation
• Applied Math
• Reading for Information
• Locating Information
• Workplace Observation
• Listening for Understanding
Performance Domains
• Overall Performance
• Task Proficiency
• Effort
• Safety
• Teamwork
• Follow Rules (CWB)
• Customer Service
• Critical Thinking
• Caring and Compassion
Ultimate goal: improved
patient outcomes.
Screen Using Predictors of Performance
Predict
Performance
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Evidence Based Selection Process
Key Performance Metrics
• Reduce First-Year Turnover
• Reduce Time-To-Fill
• Reduce Recommend / Hire Ratio
• Increase Quality of Selection (QOS)
• Increase Diversity
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Bottom 25% Top 25% Middle 50%
Benchmark Reports: PwC Saratoga, The Advisory Board, LEAN Human Capital
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80% of Candidates recommended by OTE
were offered a job and accepted (341/426).
Bottom 25% Top 25% Middle 50%
10:1 5:1
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United States
Level 1 and Below:
17.5% x 4.19 = 73 (36%)
Level 2:
32.5% x 2.43 = 79 (39%)
Levels 3, 4, and 5:
50.0% x 1.00 = 50 (25%)
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DQP AREAS OF LEARNING
Specialized Knowledge points to learning outcomes that reflect specific areas of study—the terminology, theories, tools, literature, complex problems, and methods that characterize the field or major.
Broad, Integrative Knowledge transcends specific disciplines and involves students in ongoing, integrated ways (not only in the first two years) in the practices of core areas ranging from the sciences to the social sciences through the humanities and the arts, as well as in developing global, cultural, and democratic perspectives.
Intellectual Skills encompasses five crosscutting competencies that should transcend disciplinary boundaries: analytic inquiry, use of information resources, engaging diverse perspectives, quantitative fluency, and communication fluency.
Applied Learning focuses on what students can do with that they know, as demonstrated through their addressing unscripted problems in a variety of settings, both academic and beyond, bringing together theory and practice.
Civic Learning requires both knowledge and a commitment to action and relies on students' out-of-classroom experiences and capacity for analysis and reflection.
(Adapted from The Degree Qualifications Profile, Lumina Foundation, 2011.)
ANSI – Competency Model Stakeholders
Job
Industry
Foundational
Schools Curriculum
Alignment
Workforce Training and
Development
Professions Standards
Employers Sourcing, Selection,
and Development
Employers Job Descriptions
States Licensing
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HHS HRSA, CMM,
Bureau of Health
Professions
Payers Private & Public
Community Health, Good
Jobs, etc.
Patient Compassionate,
Safe, Quality
Care
Can we improve the
performance of our
Talent Supply Chains
by working together on
competency models?
The Talent Supply Chain
73
Job
Industry
Foundational
Copyright © 2014 by Bill Guest, Metrics Reporting
Permission is hereby granted to reproduce or reprint
quotations from this work provided that such reproductions or quotations are not altered or
edited in any way and provided that an appropriate credit line and copyright notice are included.
Download more information on Talent SCM and Employer Councils at: www.ncrcadvocates.org
Talent Excellence Portions of this work contain copyrighted and trademarked materials that are used with permission.
Talxcellenz® is a trademark of Metrics Reporting, Inc. WorkKeys® and National Career Readiness Certificate® are registered trademarks of ACT.
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Contact Information: Tom Karel, 616-685-6362, [email protected]
Tina Filoromo, 248-489-6957, [email protected] Bill Guest, 616-430-0828, [email protected]
Jim Sharf, 571-274-2154, [email protected]