smd business-focused 360 assessment
Post on 21-Oct-2014
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Learn how to use predictive analytics to find out what competencies from your 360 assessment drives real business outcomes (profit, revenue, performance). Strategic Management Decisions (www.smdhr.com) presents their proprietary approach to 360 assessments.TRANSCRIPT
Using Multi-Rater (360) Assessments to Drive Business Outcomes Shane Douthitt, Ph.D. Scott Mondore, Ph.D.
Learning Objectives • How to use multi-rater assessments for senior
and front-line leaders • Key process steps for effective implementation
of a multi-rater assessment • How to link competencies to business
outcomes—Calculate ROI • Identifying key training needs for the
organization • How to drive development at the systemic and
individual level in your organization
SMD Publications
Published by SHRM (2009)
Published by SHRM
(2011)
#3 Bestseller for 2011
HR People & Strategy has awarded SMD The Walker Prize for their article on Talent Management Analytics. “The Walker Prize is given to the article that ‘best advances state-of-the-art thinking and practices in human resources.’"
About SMD: Driving Business Results Through Talent Management
Our Platform • Implement Talent Management processes based on analytics, linking
people to critical business outcomes • Partner with our clients to create and execute people strategies that drive
business outcomes and maximize ROI
Our Results • Linkage of Talent Management (e.g., engagement
survey results, training, performance ratings, competency assessments) to a variety of business outcomes: ▫ Operations Metrics (e.g., operating margin) ▫ Financial Metrics (e.g., sales dollars, productivity) ▫ Customer Satisfaction ▫ Turnover/Retention ▫ Employee Safety
• Significant bottom-line improvements and return-on-investment for our clients.
Connecting Employees to Business Results • HR Strategy & Planning • Human Capital Measurement • Talent Management • Leadership Development • Executive Assessment & Coaching • Organizational Effectiveness
Presenter Bio Scott Mondore, Ph.D. Scott has over 15 years of experience in the areas of strategy, talent management, measurement, customer experience and organizational development. He has internal and consulting experience across a variety of industries including transportation, healthcare, manufacturing, pharmaceuticals, utilities, and hospitality. Scott is currently a managing partner of Strategic Management Decisions (SMD). Before SMD, he served as East Region President for Morehead Associates, a healthcare HR company. Before joining Morehead, Scott worked as a Corporate Strategy Director at Maersk, Inc. He also worked as an Organizational Effectiveness Leader at UPS, focusing on employee assessment and measurement as well working as a consultant to large and small organizations in both the private and public sector. He is the co-author of “Investing in What Matters: Linking Employees to Business Outcomes” and has published several articles on various topics, including employee turnover, employee safety, coaching, litigation and leadership. Scott is also an Adjunct Professor of Psychology at the University of Georgia, Fairleigh Dickinson University & the University of North Carolina-Charlotte. Scott holds a master's degree and doctorate in applied psychology from the University of Georgia.
Presenter Bio Shane Douthitt, Ph.D. Dr. Shane S. Douthitt is a co-founder and managing partner of Strategic Management Decisions (SMD). He has more than 18 years of experience in the areas of measurement, talent management, executive assessment and coaching, and organizational development across a variety of industries. Before SMD, he was the SVP of Sales and Product Management at Morehead Associates—a healthcare HR consulting company. Before joining Morehead, Shane worked as a Senior Vice President of Human Resources & Leadership Development at Bank of America. Shane also worked as a consultant for Towers Perrin and IBM. Shane is the co-author of “Investing in What Matters: Linking Employees to Business Outcomes” (SHRM, 2009) and “Business-Focused HR: 11 Processes to Drive Results” (SHRM, 2011). In addition, he has published several articles in leading journals on a variety of topics, including HR strategy, measurement, teams, individual differences and diversity, employee selection, group dynamics, and careers, and leadership development. Shane holds a master's degree and doctorate in applied psychology from the University of Georgia, as well as a master’s degree in industrial/organizational psychology from the University of Tulsa.
RETHINK Your Approach to HR! Make HR a Profit Center • Quantify the impact of employees on business outcomes • Calculate an expected ROI for investments in employees • Define the relationship between HR processes and business outcomes
Connect Key HR Processes • Provide a single, integrated view of key HR processes • Reduce your HR related costs through integration and strategic alignment • Connect HR processes to business results
Spend More Time Driving Results • Align HR professionals, organizational leaders, & employees to focus on actions
that drive results • Provide customized analytics and simplified reporting through business-focused
scorecards
Talent Link Key HR Processes
Business Outcomes
Performance Management
Selection
Employee Survey
360 Feedback
Succession Planning
Competency Builder
Career Development
Training
Examples of Business Outcomes
People • Turnover • Employee engagement Service • Customer satisfaction • Wait times Quality • Clinical outcomes • Product Defects Finance • % to budget • Cost reduction Growth • Sales growth • Margin growth
Key HR Processes in One Place
Agenda • Using Multi-Rater Assessments • Communicating the advantages of multi-rater
assessments • Executing the process • Linking results to business outcomes • Comprehensive Case Study • Driving development and buy-in across the
organization • Timing to execute
What Our Clients Are Saying…
“We can’t make the business case to do it.”
“I’ve had trouble in the past getting employees to do anything with the results.”
“We don’t have the resources for these types of analytics.”
“We say our people are the key but we don’t invest much in them.”
“The information can be very insightful.”
Uses for Multi-Rater Assessments • Senior Leaders: ▫ Common: Individual Development; Senior Team Functioning ▫ Cutting Edge: Incorporated into a comprehensive leadership
development program; linked directly to business outcomes • Front-line Managers ▫ Common: Individual development ▫ Cutting Edge: Linked directly to business outcomes &
performance metrics; training needs assessment • Front-line Employees
▫ Common: not usually done ▫ Cutting Edge: customers (external or internal) included in the
process and linked to performance metrics
Sample Leadership Program Overview Phase 1 Design Program
•Build leadership strategy •Define program objectives and create “blueprint” •Select and build customized program components •Build customized leadership assessment process •Match & train assessors
Phase 2 Assessment & Feedback
•Kick-off program and orient participants •Participants and assessors complete assessments • Multi-rater • Follow-up Interviews •Personality Assessment
•Aggregate assessment data and produce an overall leadership team report •Provide feedback and build development plan
Phase 3 Group Learning
•Execute group learning sessions including: •Business strategy and organizational alignment •Effective leadership skills •Creating an effective development plan •Aggregated assessment results and leadership team development
•Execute learning action team projects •Observe and provide feedback & coaching
Phase 4 Coaching
•Provide coaching during periodic 1:1 meetings •Participants have, as needed, access to coaches throughout the process •Wrap-up program •Evaluate program effectiveness
Advantages of Multi-Rater Feedback
Accuracy Face-Validity Richer Insights
Open Communication
Practical & Cost-effective
Commitment to Performance
14
Multi-Rater Assessment Process
Define Objectives
Define Competencies
Develop Tool & Pre-
Launch Process
Launch & Administer
Deliver Reports & Feedback
Conduct Systemic Analysis
Step 1: Define Objectives • Answer the following questions: ▫ What business objectives are we trying to achieve? ▫ What business outcomes are we trying to drive? ▫ Which employees will participate in the process and
when? ▫ How will reports be delivered and feedback
facilitated? ▫ What competencies/behaviors will be assessed? ▫ What role will the managers of participants play? ▫ How will raters be selected? ▫ How will the overall process be communicated?
Objectives of Multi-Rater Assessment
• Performance feedback from multiple sources to drive individual development; Review of changes in performance over time for Sales reps who participated in 2009.
• Systemic analysis of all assessment data to identify macro-level strengths/development needs and adjust company-wide training strategy based on results.
• Linkage analysis to reveal the specific competencies, skills, and behaviors that directly drive market share movement and script writing behavior.
25 competency items 4 overall ratings 1 open-ended item 7-point response scale
Evidence-Based Selling Skills Managed Care Expertise
Relationship Building Advanced-Level Selling Skills
Product & Disease State Expertise Account Management Consultative Selling Skills
Sales Force Differentiators
Needed to be Successful
Must have to do the Job
Step 2: Define Competencies
Selling Skills Assessment Sample Items Competency Sample Item
Account Management Responds with appropriate urgency to requests that require follow up
Advanced-Level Selling Skills
Engages in discussions with healthcare providers that are relevant and interactive
Evidence-Based Selling Skills
Easily discusses concerns about bias in XYZ’s clinical studies
Accurately answers questions about clinical study methodology
Product & Disease State Expertise
Articulates all potential effects that XYZ can have on patients depending on therapy paradigm and patient profile
Managed Care Expertise Effectively finds solutions to managed care challenges and restrictions
Relationship Building Comfortably builds rapport with healthcare provider’s office staff
Consultative Selling Skills
Asks pertinent and insightful questions during interactions to identify customer needs
Step 3: Develop Tool & Pre-Launch Process
• Create the on-line survey • Provide sufficient communications to key
stakeholders in advance of the survey launch • Effective communications will: ▫ Reduce participant anxiety ▫ Clearly state the purpose of the process ▫ Align the initiative with organizational strategy ▫ Improve the response rate ▫ Clearly outline project timing
Rating Scales 5-Point Scales
Agreement: 0 = Cannot Answer 1 = Strongly Disagree 2 = Disagree 3 = Neither Agree or Disagree 4 = Agree 5 = Strongly Agree Frequency: 0 = Cannot Answer 1 = Never 2 = Rarely 3 = Sometimes 4 = Often 5 = Always
6-point Scale Agreement: 0 = Cannot Answer 1 = Strongly Disagree 2 = Disagree 3 = Somewhat Disagree 4 = Somewhat Agree 5 = Agree 6 = Strongly Agree Frequency: 0 = Cannot Answer 1 = Never 2 = Almost Never 3 = Sometimes 4 = Frequently 5 = Almost Always 6 = Always
7-point Scale Agreement: 0 = Cannot Answer 1 = Strongly Disagree 2 = Disagree 3 = Somewhat Disagree 4 = Neither Agree nor Disagree 5 = Somewhat Agree 6 = Agree 7 = Strongly Agree Frequency: 0 = Cannot Answer 1 = Never 2 = Seldom 3 = Rarely 4 = Sometimes 5 = Often 6 = Very Often 7 = Always
Screenshot
Step 4: Launch & Administer Survey
Tips for Increasing Customer Responses 1. Employees should personally invite customers to provide feedback, communicating
the following:
• Emphasize the organization’s continuous efforts to improve customer service, meet customers’ needs and gather customer feedback and input
• The organization and the employee value his/her input
• His/her feedback will be used to improve the employee’s performance, as well as guide organizational development at a macro-level
• Confirm the contact information of the customer
2. After the survey process is completed, employees should provide the customer with a summary of the developmental feedback received and the developmental activities planned to address the feedback.
Step 5: Deliver Reports & Feedback • Individual reports are generated for each
participant . ▫ Provide detailed feedback to participants on their
strengths and development needs. ▫ Reports provide scores for overall competencies (e.g.,
consultative selling, product/disease-state knowledge), as well as individual behaviors, skills, and knowledge (e.g., the sales professional accurately answers questions about clinical study methodology).
▫ Rater group scores (e.g., healthcare providers) are broken out separately when three or more ratings are received (except for the manager and self rating which is provided based on a single submission).
Impact on Revenue (Beta Weight)
Perf
orm
ance
Prioritizing Interventions:
360 HeatMap: Revenue % Effective
Linked to Your LMS
Step 6: Conduct Systemic Analysis • Conduct a systemic analysis utilizing the
aggregated data set. • A linkage analysis, using structural equations
modeling, can be conducted that links competencies to business outcomes (e.g., market share).
• The analysis allows an organization to prioritize individual behaviors that contribute to the desired outcome.
• The analysis allows organizations to prioritize training & development interventions.
Participation Results
• 139 Reps participated in the Assessment
• Total Number of Reviews Completed: 994
▫ Manager Reviews: 139
▫ Physician Reviews: 717
• Average of 7 reviews per participant
• Highest number of physician responses was 18
28
Competency-Level Results
Competency Overall Average** Self Manager Physician
Relationship Building 5.57 5.75 5.50 5.75
Account Management 5.55 5.70 5.30 5.73
Product & Disease-State Expertise* 5.55 5.48 5.28 5.73
Managed Care Expertise* 5.55 5.53 5.40 5.70
Evidence-Based Selling Skills* 5.53 5.80 5.97 5.70
Sales Representative Overall 5.52 5.48 5.25 5.53
Advanced-Level Selling Skills 5.35 5.43 5.03 5.55
Consultative Selling Skills* 5.31 5.25 5.98 5.58
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Denotes key drivers of Script Writing and Market Share Performance. **Overall Averages Exclude Self Ratings.
Green and Red shading denote statistically significant differences between the rater group (i.e., Self, Manager, or Physician) and the Overall Average.
Overall Highest Scoring Items
Competency Item Overall Average*
Account Management Effectively works with the entire office (e.g., all healthcare providers, office manager, nurses) to meet patients’ needs
6.70
Account Management Respects the policies and procedures of the healthcare provider's office 6.70
Advanced-Level Selling Skills Responds with accuracy to questions pertaining to XYZ and the disease state
6.70
Consultative Selling Skills Provides education and clinical information, and is viewed as a trusted pharmaceutical representative
6.70
Product & Disease-State Expertise Possesses broad knowledge of the testosterone replacement market 6.70
Product & Disease-State Expertise Effectively differentiates XYZ from other products in the male hormone replacement category
6.70
Managed Care Expertise Articulates the formulary advantages and status of XYZ 6.70
Relationship Building In addition to discussing the male hormone replacement market, is well rounded and can effectively converse on various topics
6.70
Relationship Building Comfortably builds rapport with healthcare provider's office staff 6.65
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Overall Averages Exclude Self Ratings.
Overall Lowest Scoring Items
Competency Item Overall Average*
Advanced-Level Selling Skills Gains commitment from healthcare providers to take specific action (e.g., write more scripts, try XYZ)
6.05
Consultative Selling Skills Gains commitment from stakeholders across the healthcare provider's office to take specific action (e.g., try XYZ)
6.10
Consultative Selling Skills Asks pertinent and insightful questions during interactions to identify customer needs
6.25
Advanced-Level Selling Skills Effectively listens to and addresses healthcare providers' needs and concerns 6.40
Consultative Selling Skills Understands physicians' unique approaches to treating the disease state and provides solutions based on needs
6.40
Managed Care Expertise Effectively positions vouchers in the correct situations 6.40
Advanced-Level Selling Skills Engages in discussions with healthcare providers that are relevant and interactive
6.45
Sales Representative Overall The sales representative is a highly valuable resource to healthcare providers' offices
6.45
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Overall Averages Exclude Self Ratings.
Competency-Level Results by Region
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Denotes key drivers of Script Writing and Market Share Performance; Averages Exclude Self Ratings.
Green and Red Shading denote differences of +/- 0.10 from the Overall Competency Average..
Region Account Management
Advanced-Level Selling
Skills
Consultative Selling Skills*
Product & Disease-State
Expertise*
Evidence-Based Selling
Skills*
Managed Care Expertise*
Relationship Building
Sales Representative
Overall
201 5.55 5.43 5.49 5.49 5.34 5.48 5.53 5.35
202 5.81 5.59 5.70 5.70 5.57 5.81 5.81 5.59
203 5.55 5.41 5.51 5.51 5.35 5.50 5.52 5.55
204 5.73 5.55 5.55 5.55 5.55 5.55 5.55 5.55
205 5.50 5.35 5.55 5.55 5.38 5.51 5.55 5.52
205 5.49 5.55 5.55 5.55 5.58 5.71 5.55 5.45
207 5.73 5.54 5.53 5.53 5.51 5.52 5.55 5.48
301 5.59 5.47 5.42 5.42 5.55 5.45 5.52 5.47
302 5.75 5.57 5.50 5.50 5.49 5.57 5.77 5.59
303 5.58 5.53 6.61 6.61 6.52 6.63 6.76 6.59
304 6.79 6.64 6.74 6.74 6.65 6.75 6.82 6.72
305 6.48 6.38 6.29 6.29 6.37 6.46 6.55 6.41
306 6.68 6.71 6.64 6.64 6.68 6.68 6.73 6.65
307 6.68 6.63 6.58 6.58 6.46 6.57 6.59 6.51
308 6.53 6.48 6.63 6.63 6.57 6.57 6.67 6.54
Overall 6.64 6.53 6.56 6.62 6.51 6.60 6.68 6.55
Cohort Comparison: Competency Ratings
Competency General Rep Average**
(N = 132)
North Star Rep Average
(N = 7)
Difference (NS - General)
Significant Difference***
Account Management 5.53 5.88 +0.25 Yes
Advanced-Level Selling Skills 5.53 5.71 +0.18 No
Consultative Selling Skills* 5.55 5.79 +0.26 Yes
Product & Disease State Knowledge* 5.51 5.79 +0.18 No
Evidence Based Selling Skills* 5.50 5.75 +0.25 Yes
Managed Care Expertise* 5.50 5.77 +0.17 No
Relationship Building 5.57 5.83 +0.26 No
Sales Representative Overall 5.54 5.71 +0.17 No
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Denotes key drivers of Script Writing and Market Share Performance. **North Stars (i.e., top performing Reps) were identified by Sales Directors based their track record of delivering results in a manner consistent with Auxilium’s values. ***Differences were considered statistically significant at the 0.10 level.
Identifying Drivers of Sales Performance
Linkage Analysis Methodology: Structural Equation Modeling (SEM) Traditional data analysis methods include: • Qualitative analysis or gap analysis (strengths/weaknesses) • Correlation • Regression
Advantages of SEM: • Allows you to assess multiple independent measures (e.g.,
competencies) & dependent measures (e.g., sales performance outcomes) simultaneously.
• Implies causality and allows you to calculate the ROI
SEM is commonly used in other industries (e.g., econometrics, market research)
Linkage Analysis Results:
Overview of the Full Model
Evidence-Based Selling Skills
Consultative Selling Skills
Managed Care Expertise
Product & Disease-State
Expertise XYZ Script Writing
Market Share 0.10*
0.29*
0.54*
0.16*
0.19*
0.60*
*Higher path values indicate a stronger impact based on a 0.0 to 1.0 scale.
1
2
3
4
Circled numbers indicate the development priority based on the magnitude of the relationship with script writing & market share.
Findings & Implications: • Evidence-Based Selling Skills are a significant, causal driver of Script Writing and Market Share. • Evidence-Based Selling Skills, in turn, are driven by Product & Disease State Expertise, Managed Care
Expertise, and Consultative Selling Skills. • Prioritizing initiatives that target the key drivers listed above will lead to improvements in sales
performance among XYZ Sales Representatives.
Linkage Analysis Results:
Overview of Critical Item-Level Drivers Priority* Competency Item
Evidence-Based Selling Skills
Easily discusses concerns about bias in XYZ’s clinical studies
Accurately answers questions about clinical study methodology
Product & Disease State Expertise
Possesses broad knowledge of the testosterone replacement market
Articulates all potential effects that XYZ can have on patients depending on therapy paradigm and patient profile
Managed Care Expertise
Understands the specifics of managed care plans
Effectively finds solutions to managed care challenges and restrictions
Consultative Selling Skills
Understands physicians’ unique approaches to treating the disease state and provides solutions based on needs
Asks pertinent and insightful questions during interactions to identify customer needs
1
2
3
4
*Priorities determined based on the magnitude of the relationship with script writing & market share.
Comparison of 2009 and 2011 Assessment Results
Competency-Level Change in Performance
Competency 2011 Average**
2009 Average**
Difference (2011 – 2009)
Significant Change
Account Management 6.65 6.64 +0.01 No
Advanced-Level Selling Skills 6.55 6.59 -0.04 No
Consultative Selling Skills* 6.59 6.47 +0.12 Yes
Product & Disease State Knowledge* 6.65 6.51 +0.14 Yes
Evidence Based Selling Skills* 6.56 6.34 +0.22 Yes
Managed Care Expertise* 6.64 6.42 +0.22 Yes
Relationship Building 6.70 6.64 +0.06 No
Sales Representative Overall 6.61 6.53 +0.08 No
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree; 5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
* Denotes 2011 key drivers of Script Writing and Market Share Performance. ** Averages calculated for XYZ Sales Representatives who participated in the assessment in 2009 and 2011 (N=84); therefore, 2011 averages reported here differ slightly from 2011 averages presented previously. All averages exclude self ratings.
Taking Action on the Assessment Results
Key Drivers of Sales Performance*:
1. Evidence-Based Selling Skills
2. Product & Disease State Expertise
3. Managed Care Expertise
4. Consultative Selling Skills
The Key Drivers are levers that can be invested in to:
• Improve Script Writing Performance
• Grow Market Share
• Enhance Sales Representatives Overall Performance
Prioritizing opportunities and maximizing return on investment Low Scoring
Items Market Share
Drivers
Manager/Customer Comments
Prioritizing Interventions
Manager
Sales Rep
Post-Assessment support should inform all levels:
• System
• Manager
• Individual
Organization
Region
Rep
Rep
Rep
Region
Rep
Rep
Rep
Region
Rep
Rep
Rep
Organization
Systemic Interventions
Individual Develop. Plans
Improving Behaviors Across the Organization
Using the Results
• Deliver workshops on interpreting report and building a development plan
• Developed a training resource guide – organized by competency available for all employees and managers
• Incorporate results into training strategy and plans for Product XYZ sales force
• Adjust brand strategy to align with key learnings • Used the ROI to gain organization-wide
buy-in
Individual Prioritization
2011 Selling Skills Assessment: Individual Development Priorities and Action Plan
Rep NAME: John Doe REGION: 304
Individual Development Priorities*
Competency Item Performance/ Priority Level**
Evidence Based Selling Accurately answers questions about clinical study methodology 1 Evidence Based Selling Easily discusses concerns about bias in XYZ's clinical studies 1 Consultative Selling Asks pertinent and insightful questions during interactions to identify customer needs 2
Consultative Selling Provides education and clinical information and is viewed as a trusted pharmaceutical representative 2
Consultative Selling Gains commitment from stakeholders across the healthcare provider's office to take specific action (e.g. try XYZ) 2
Consultative Selling Understands physicians' unique approaches to treating the disease state and provides solutions based on needs 2
*Priority competencies/items identified based on the magnitude of their relationship with XYZ Script Writing and Market Share; Focusing on development actions that target the competencies/items listed above will contribute directly to improvements in bottom line sales performance. **Performance/priority based on rep's performance on the 2011 Selling Skills Assessment; Red = Low Performance; Yellow = Average Performance; Green = High Performance.
Development Action Plan Competency/Item Development Action Target Date 1.
Practical Execution Tips • Use the linkage analysis to secure management buy-in • Assess Organizational Readiness • Create a Valid and Reliable Instrument • Set Clear Objectives for the Process • Select and Coach Raters • Coach Employees on Interpreting Their Ratings • Train Employees on Creating Development Plans • Formalize a Goal-Setting Component • Implement the Process on a Routine Basis • Use the Process for Development Purposes Only • Align Ratings with Observed Behaviors • Present Data in Multiple Forms in Reporting • Focus on Task/Skills Improvement • Evaluate the Effectiveness of the Entire Multi-rater Process
Timing
Step Time to Complete
Identify 360 target population Define measurement/process objectives Define critical competencies and behaviors
2 weeks
Finalize tool and pre-launch process 2-3 weeks
Launch and administer 3-4 weeks
Deliver reports and feedback process 2 weeks
Present systemic analysis 2 weeks
Total Time 11-13 weeks
What We Have Covered • The most effective uses for multi-rater
assessments • Advantages of multi-rater assessments • The process for effectively executing a multi-
rater assessment • How to link the competency assessments to
business outcomes • How to leverage the multi-rater assessment to
conduct a systemic training needs assessment • Driving development at the systemic and
individual level
To Contact Us:
Shane Douthitt, Ph.D. Managing Partner
[email protected] (704) 975-6820
Scott Mondore, Ph.D. Managing Partner
[email protected] (404) 808-4730
www.smdhr.com