your assessment hotspot - vol 1: march 2015

YOUR ASSESSMENT HOTSPOT

March 2015

Vol.1

H E L P I N G Y O U D E V E L O P T A L E N T A H E A D O F D E M A N D.

THIS MONTH:

Introduction

Getting Started

Challenging questions

How can we help you

Transnet Leadership Framework

NEXT MONTH:

TPT Case Study

Engineering case study from Germany

Reliability of Transnet simulation

exercises

INTRODUCTION:

In a leap of faith, HR must transform

into the role of the ‘futurist’ -

anticipating, mitigating and navigating

customers’ future needs and turning

those into current organisational

behaviour. This sounds very familiar,

with Transnet’s MDS and HR’s

strategic objective to providing talent

ahead of demand.

However, we will fail if we merely stop

here. We need scientific measures of

people and processes to produce

valid, reliable and fair data; which in

turn becomes solid business

information; and results in trusted

business intelligence, with the ability to

inform strategy on individual, team

and organisational level. As we start

this new season, we do this feeling the

weight, but also relishing the privilege,

of developing tomorrow’s future

leaders and impacting history.

This is where our collective and

collaborative journey begins! [YAH]

It is said that HR has undergone three

distinct paradigm shifts in its

developmental history. The first was in

the early days when HR was

graciously granted permission to

become an independent function and

move out from under finance. During

these early days, HR was type-casted

as ‘back-office administrators’, and

HR’s total value-proposition to the

organisation was symbolised by the

position of the HR offices. Almost

without fail, you would find HR tucked

away in the farthest back-end of the

building, and you would probably need

a local guide to take you there.

The second paradigm shift saw the

admin-jockey transform into a fully-

fledged strategic business partner. As

such HR added significant value to the

organisation’s talent management

processes. And so the value-

proposition to the organisation

improved dramatically, and HR

learned to stand its ground around

boardrooms and executive committee

meetings.

Now, as the third wave breaks, HR

needs to transform again, in what is

undoubtedly the most painful of the

three paradigm shifts – as we have to

stretch way beyond the boundaries of

our comfort zones.

As we track the process

of HR development, one

thing is abundantly clear

– it can never again be

business as usual.

YOUR ASSESSMENT HOTSPOT p a g e 1

The operative phrase to meet

the demands of the current HR

transformation is simply this:

‘innovation backed by sound

people telemetry.’

You are not alone - in a global survey of 1500 CEO’s conducted by IBM, seven

out of ten CEO’s identified talent and people management as their #1

challenge. Given the increasing complexity of today’s global markets, the need

has never been greater for organisations to select, develop and retain the

right managers and executives to lead the way (Howard & Thomas, 2010).

However, most of these vital people decisions are still made in ‘pressure

cooker’ of competition for scarce and critical resources in a rapidly shrinking

talent pool, and based on perception – rather than fact. So the question is no

longer whether people are the new focus, but rather, where will we find the

people who will:

1. EXECUTE your vision and strategy throughout your business?

2. EMPOWER other to dream of greatness?

3. COMPETE competently in a global market?

More than ever before, organisation require to have strategic external

assessment partners, who can help them think outside the box; identify people

with the right potential, competence and organisational fit; and successfully

challenge the foundational questions we ask. [YAH]

.

CHALLENGING QUESTIONS!

As much as we question the challenge, we need to

challenge the question, because the seed of

innovation lies in the question.


COMPUTERISED SIMULATION

EXERCISE

The computerised simulation exercise

is designed to place participants

virtually in the target position with an

authentic look and feel of the relevant

context. The simulation may include

in-basket and situational judgement

items. In addition to its assessment

value, it provides a valuable tool for

experiential learning and in situ

development.

INTEGRATED ASSESSMENT REPORTS

Our integrated assessment reports

speak directly to your talent

management processes and address

the operational and leadership

requirements to ensure the long-term

sustainability of your people pipeline.[YAH]

People with a high level of energy and

achievement motivation have the skills

to develop themselves and their

teams.

CASE STUDY EXERCISE

The case study exercise typically

introduces a narrative that runs

through the entire Assessment

Centre. In this self-managed exercise,

participants are challenged to

assimilate a substantial volume of

industry/sector-specific information,

evaluate it in terms of applicability or

relevance, and apply it to contextual

issues pertinent to the target role.

IN-BASKET EXERCISE

The in-basket is an electronic or

paper-based simulation exercise that

replicates typical day-to-day

managerial and operational activities.

Participants are required to work

through and initiate action on various

items that would typically appear in

the in-tray of a manager (such as

emails, letters, notes, memos, reports,

data, etc.) within a set time frame.


HOW WE CAN HELP YOU!

With our business simulations

and written simulations

exercises we can assist you to

select and appoint the best

person to articulate your

vision.

ALIGNMENT WITH TRANSNET’S

LEADERSHIP FRAMEWORK:Supervisory-level competencies: LEVELS G and F

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LEADING: The ability to understand oneself and

positively utilise, develop and influence others, both

individuals and teams, within the parameters of a

broader external environment.

Aligning operations to vision X X X

Motivational leadership X X X

Facilitating team work X X X

Training people X X X

Operational problem solving X X X

ORGANISING, EXECUTING: The ability to optimise,

schedule and control resources, transforming ideas

into actions with emphasis on day-to-day planning.

Resource supervision X X X

Implementing policies, procedures X X X

Scheduling work X X X

Implementing change X X X

BUSINESS FOCUS: The ability to consider all the

opportunities and activities which contribute to the

success of the business.

Aligning to customer requirements X X X

Supervising governance, risk, compliance X X X

Supervising safety X X X

MANAGING RELATIONSHIPS: The ability to

effectively convey ideas, intentions and instructions

in the verbal or written form, whether in a one-on-

one, group, or formal presentation situation; the

willingness and ability to establish meaningful

relationships to achieve work goals.

Communicating clearly, concisely X X X

Building relationships X X X

Managing conflict X X X

ACHIEVEMENT MOTIVATION: The desire and

ability to take charge of one’s life – to make things

happen; the energy and perseverance to take on

challenges and push through to successful task

completion.

Demonstrating innovation, pro-activeness X X X

Demonstrating self-drive, commitment X X X

Demonstrating determination, persistence X X X


1. Level-specific simulations of

competence, aligned to

competence frameworks;

2. Role-specific potential, aligned

to the pre-requisites of the

roles; &

3. Culture fit, based on various

elements of team roles, sub-

ordinate style, leadership style,

coping style and general

emotional maturity.


THE ART & SCIENCE

OF SELECTION

To ensure that recruitment

and selection processes

places the right person in the

right position, we need the

rights assessment filters in

place.

Right person for the right position

1. Level-Specific

Competence

2. Role-Specific

Potential

3. Culture

Fit

Our variety of customised assessments ensure that we can measure each

candidate on at least three levels to determine the suitability for the role, namely:

This provides a clear and definitive whole-person-picture, to help you make the

correct decisions. Not only can you rest assured that you decision will be legally

defensible, but it will also yield the best ROI for your leadership pipeline. [YAH]

By selecting the appropriate assessments for your Operating

Division, we will create and customise 3D assessments, to

measure your future talent in terms of their competence;

potential and fit.

YOUR ASSESSMENT HOTSPOTT H I S I S H O W W E H E L P C R E A T E T O M O R R O W ‘ S L E A D E R S

Assessment Centre Simulations, Customisation & Development Assessment

Development | Behaviour | Career Tactics | Emotional Intelligence |

Foundational Preference | Electronic Assessment Dashboards | Management

Potential & Preference | Performance Management Index | Personality Traits

Leadership Potential & Preference | Learning Potential | Research of

Assessments & Appraisals Reasoning Ability Specialist Potential | Team Roles

Team Dynamics | 360 Appraisals


CONTACT US TODAY:

Cobus du Plessis +27-82-410-8876

Amanda Nel +27-83-492-5177

your assessment hotspot - vol 1: march 2015

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