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Master Job Profile Director HR Information Management
Prepared by The Nielson Group www.nielsongroup.com 972.346.2892
With cooperation of
Director, HR Information Management Master Job Profile
The Nielson Group cnielson@nielsongroup.com (972) 346-2892 www.nielsongroup.com
With cooperation of
Master Job Profile Director, HR Information Management
Job Description Position Overview Key Accountabilities Measures of Success
TriMetrix HD Master Job Report Introduction
Key Characteristics
Job Competencies Hierarchy (25 Areas)
Rewards/Culture
Organizational
Role
Behavioral
Acumen Indicators
Key Competency Detail
Job Competencies Feedback
Rewards/Culture Feedback
Behavioral Feedback
Interview Questions
Competencies Interview Questions
Rewards/Culture Interview Questions
Behavioral Interview Questions
Updated on 3/30/2012 3:38 PM
Copyright 2012 The Nielson Group (972) 346-2892 Page 1 of 3 Coaching Organizations for Breakthrough Performance www.nielsongroup.com
Director/Manager HR Information Management Reports to: Chief HR or IT Executive
Position Overview The HRIM Director/Manager is responsible for the effective collection and use of employee and organizational information in support of HR objectives in a manner that respects system development methods, standards and procedures. This position has a direct impact on the effectiveness of HR management and staff and organizational management to forecast critical metrics related to human capital management (HCM) and to meet government reporting requirements.
Accountability exists for 3rd party data systems that may or may not be internally managed. To the extent self-service systems are in place or under development, this position is accountable to line management and employees.
Key stakeholders to this position include executive management (c-level for Finance, Operations, HR, Legal), HR management, HR staff, IT and Payroll. This position may have managers, supervisors, and staff as direct reports depending on size and complexity of the organization (small, medium, large, multi-national, multi-division, multi-company, etc.). Key Accountabilities
The following key accountabilities ensure the critical success of this position (use of sub-bullets optional): 30%-40% Ensure the successful and timely development, implementation
and ongoing support of HRM solutions, including customization, configuration, development testing, upgrading, interfacing, integration, security, data loading and exporting, user training, data analytics and management reporting utilizing best-practice program management strategies, tools and methods. • Develop ambitious yet realistic project plans • Manage to project plan timelines • Oversee the development and application of test plans and scripts. • Prioritize and assign the allocation of resources in a manner that ensures a balanced
approach to ongoing support needs so that HR problems are solved in a timely manner • Ensure proper documentation and knowledge management
10%-25% Lead cross-functional teams and directly contribute to identify work process and system requirements and effectively direct the design of HRM solutions that anticipate customer needs and result in best-in-class HR work processes.
Updated on 3/30/2012 3:38 PM
Copyright 2012 The Nielson Group (972) 346-2892 Page 2 of 3 Coaching Organizations for Breakthrough Performance www.nielsongroup.com
• Utilize a change management model for communicating, education and implementing role-talent alignment (Kotter’s 8 Steps as an example)
• Evangelize operational efficiency within HR that enables HR to apply more resources to strategic work
• Design/develop tables, screens, workflows and reports to implement new or enhanced functionality
• Own vendor/product evaluation, selection and management – ensure vendor/product success
10%-20% Serve as liaison, facilitator and thought leader on the application of technology to solve HR problems. • Ensure all stakeholders within HR, Payroll, Finance and IT understand and contribute to
evaluating, matching and prioritizing HR business goals with cost-effective best-practice work process and technology solutions that support those goals and meet stakeholder needs.
• Lead the development and application of an HR Technology roadmap. 10%-20% Enable HR staff, company managers and employees to effectively
utilize appropriate HR data using online self service tools for reporting, analytics, scorecard production, HR process work flow and data manipulation within the scope and needs of each respective role. Ensure timely and useful production of management information that provides for accurate forecasting, payroll operations and strategic decision making (HCM-Business Metric Scorecards).
10%-15% Provide ethical leadership and managerial oversight of staff (direct reports and indirect reports), vendors and consultants in a manner that: • Maximize individual and stakeholder engagement • Promote maximum collaboration and knowledge transfer for the benefit of the company • Significantly contribute to the achievement of HR goals
5%-10% Maintain a high level of understanding, skill and continuous learning to achieve shared and desired/necessary goals and outcomes. This includes: • The business of HR • Organizational dynamics • Stakeholder motives • HR’s value and impact on the organization • Current and future state of technologies that support HR’s mission • Leadership effectiveness • Project management
Updated on 3/30/2012 3:38 PM
Copyright 2012 The Nielson Group (972) 346-2892 Page 3 of 3 Coaching Organizations for Breakthrough Performance www.nielsongroup.com
Measures of Success The following criteria measure the success of the position sometimes known as Key Performance Indicators (avoid creating too many measures). This may be different for different organizations and may change from year to year. These are not required for our study. However, you may want to use this document for your own internal purpose. List those KPIs that are measurable: _________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
TTI TriMetrix® HDMultiple Respondent Job Report
Director, HR Information Management BenchmarkDirector, HR Information Mgmt Systems
4-26-2012
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892The Nielson Group
Coaching Organizations for Breakthrough Performance
Copyright © 2006-2010. Target Training International, Ltd.
INTRODUCTION
Director, HR Information Mgmt Systems
If the job could talk, it would clearly define the knowledge, hard skills, people skills,behavior and culture needed for superior performance. Your unbiased input regarding thespecific requirements of the job in question has been applied to the TriMetrix® HD Jobbenchmarking process. The result is an evaluative report that analyzes a total of 55separate areas. Additional feedback and suggested interview questions that pertain toeach area complete this report.
KEY CHARACTERISTICS
This section represents the level of importance for four key areas of business risk.
JOB COMPETENCIES HIERARCHY (25 AREAS)
This section presents 25 key job competencies and quantifies their importance to thisspecific job. Each job has a unique ranking of competencies, reflecting different levels ofcapacities required by different jobs for superior performance.
REWARDS/CULTURE HIERARCHY (6 AREAS)
This section clearly identifies the rewards/culture of the job, which defines its sources ofmotivation. It clarifies "why" and "in what kind of environment" this job will producesuccess.
BEHAVIORAL HIERARCHY (12 AREAS)
This section explores the behavioral traits demanded of the job. The higher the ranking,the more important the behavioral trait will be to the job for stress reduction and superiorperformance.
The results of this section are ranked on a scale, reflecting the unique levels ofapplicability and importance to the job. These rankings illustrate what is essential for thisjob to deliver superior performance and maximum value to your organization.
ACUMEN INDICATORS (12 AREAS)
This section represents the acumen needed for superior performance in the position.
Copyright © 2006-2010. Target Training International, Ltd.1
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
INTRODUCTION
Director, HR Information Mgmt Systems
JOB COMPETENCIES FEEDBACK
This section will assist in understanding the type and kind of competencies that areneeded for superior job performance. Read the feedback on each of the top sevencompetencies thoroughly to understand the job's requirements.
REWARDS/CULTURE FEEDBACK
This section expands on the fact that every job in every organization has its own culture.The culture of any job is clearly defined by how it rewards superior performance.
BEHAVIORAL FEEDBACK
This section clarifies the nature of the behavioral traits demanded by the job.
COMPETENCIES INTERVIEW QUESTIONS
This section contains suggested interview questions that pertain specifically to thecompetencies of the job.
REWARDS/CULTURE INTERVIEW QUESTIONS
This section contains suggested interview questions that pertain specifically to therewards/culture of the job.
BEHAVIORAL INTERVIEW QUESTIONS
This section contains suggested interview questions that pertain specifically to thebehavioral traits required by the job.
Copyright © 2006-2010. Target Training International, Ltd.2
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
KEY CHARACTERISTICS OF THE POSITION
The position has been analyzed relative to four key characteristics. These characteristics are accountability forresults, results through people, authority, and risk. Based on the responses to the questionnaire, thesecharacteristics have been measured on a sliding scale and are illustrated by a bar graph. The scale rangeincludes none, slight, moderate, significant, and major.
Director, HR Information Mgmt Systems
Accountability For Results: This characteristic addresses the accountability forproducing measurable results in the position. This includes accountability formeeting financial, operations and/or system objectives.
None Slight Moderate Significant Major
Results through People: This characteristic address the emphasis onproducing results through the efforts and cooperation of people. Thischaracteristic is not limited to management or leadership positions. Manynon-management or leadership positions in team-based organizationalstructures depend heavily upon the efforts and cooperation of people to produceresults.
None Slight Moderate Significant Major
Authority: This characteristic addresses the level of authority that exists in theposition. Evidence of authority can be found in the ability to make decisions orchanges without prior approval from upper management. This characteristic isnot limited to management or leadership position. In their efforts to becomemore responsive, many large organizations are finding it necessary to drivedecision-making downward. In these organizations, many positions can becharacterized by a moderate to significant amount of authority but are notconsidered management or leadership.
None Slight Moderate Significant Major
Risks: This characteristic addresses the inherent level of business risk or liability tothe organization that exists in the position. Positions with indications ofmoderate, significant or major levels of inherent risk or liability to theorganization may warrant the use of drug, alcohol and/or other appropriateassessments in their selection and management systems.
None Slight Moderate Significant Major
Copyright © 2006-2010. Target Training International, Ltd.3
NOTES
HIERARCHY OF COMPETENCIES
The competencies required for superior performance have been prioritized based on the analysis of responsesto the questionnaire. The hierarchical order of the competencies represents their relative importance to eachother in producing superior performance in the job.
Director, HR Information Mgmt Systems
HIERARCHY OF COMPETENCIES
Flexibility1
Conceptual Thinking2
Customer Focus3
Personal Accountability4
Problem Solving Ability5
Leadership6
Persuasion7
Resiliency8
Self-Management9
Teamwork10
Continuous Learning11
Decision Making12
Futuristic Thinking13
Interpersonal Skills14
Employee Development/Coaching15
Goal Achievement16
Diplomacy & Tact17
Creativity18
Conflict Management19
Planning & Organizing20
Understanding & Evaluating Others21
Negotiation22
Empathy23
Written Communication24
Presenting25
Very Important Important Somewhat Important Not Important
Copyright © 2006-2010. Target Training International, Ltd.4
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCIES HIERARCHY
All jobs require certain competencies. This section of the report identifies those competencies that lead tosuperior performance in most jobs. The graphs below are in descending order from the highest ratedcompetency required by the job to the lowest.
Director, HR Information Mgmt Systems
1. FLEXIBILITY - Agility in adapting to change.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.5VI7.6*
2. CONCEPTUAL THINKING - The ability to analyze hypotheticalsituations or abstract concepts to compile insight.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.4VI7.3*
3. CUSTOMER FOCUS - A commitment to customer satisfaction.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.3VI6.3*
4. PERSONAL ACCOUNTABILITY - A measure of the capacity tobe answerable for personal actions.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.3VI7.2*
5. PROBLEM SOLVING ABILITY - Anticipating, analyzing,diagnosing, and resolving problems.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.3VI7.5*
6. LEADERSHIP - Achieving extraordinary business results throughpeople.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.1VI6.1*
* 68% of the population falls within the shaded area.Please note that the population means and standard deviations shown are based on the entire population and are not job/position specific.
The following scale is used throughout the report.
0 - 4.9 = NOT IMPORTANT TO JOB5.0 - 6.9 = SOMEWHAT IMPORTANT7.0 - 8.9 = IMPORTANT9.0 - 10 = VERY IMPORTANT
Copyright © 2006-2010. Target Training International, Ltd.5
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCIES HIERARCHY
Director, HR Information Mgmt Systems
7. PERSUASION - Convincing others to change the way they think,believe or behave.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.1VI5.5*
8. RESILIENCY - The ability to quickly recover from adversity.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.1VI7.2*
9. SELF-MANAGEMENT - Demonstrating self control and an abilityto manage time and priorities.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.0VI7.4*
10. TEAMWORK - Working effectively and productively with others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.0VI6.3*
11. CONTINUOUS LEARNING - Taking initiative in learning andimplementing new concepts, technologies and/or methods.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.9IMP6.1*
12. DECISION MAKING - Utilizing effective processes to makedecisions.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.9IMP7.0*
13. FUTURISTIC THINKING - Imagining, envisioning, projectingand/or predicting what has not yet been realized.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.9IMP2.8*
* 68% of the population falls within the shaded area.
Copyright © 2006-2010. Target Training International, Ltd.6
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCIES HIERARCHY
Director, HR Information Mgmt Systems
14. INTERPERSONAL SKILLS - Effectively communicating, buildingrapport and relating well to all kinds of people.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.9IMP6.8*
15. EMPLOYEE DEVELOPMENT/COACHING - Facilitating andsupporting the professional growth of others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.6IMP6.8*
16. GOAL ACHIEVEMENT - The ability to identify and prioritizeactivities that lead to a goal.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.6IMP6.8*
17. DIPLOMACY & TACT - The ability to treat others fairly,regardless of personal biases or beliefs.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.5IMP5.9*
18. CREATIVITY - Adapting traditional or devising new approaches,concepts, methods, models, designs, processes, technologies and/orsystems.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.4IMP4.8*
19. CONFLICT MANAGEMENT - Addressing and resolving conflictconstructively.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.2IMP5.2*
20. PLANNING & ORGANIZING - Utilizing logical, systematic andorderly procedures to meet objectives.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.2IMP4.8*
* 68% of the population falls within the shaded area.
Copyright © 2006-2010. Target Training International, Ltd.7
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCIES HIERARCHY
Director, HR Information Mgmt Systems
21. UNDERSTANDING & EVALUATING OTHERS - The capacity toperceive and understand the feelings and attitudes of others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.0IMP8.1*
22. NEGOTIATION - Facilitating agreements between two or moreparties.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.8IMP3.8*
23. EMPATHY - Identifying with and caring about others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.7IMP3.6*
24. WRITTEN COMMUNICATION - Writing clearly, succinctly andunderstandably.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.5IMP5.4*
25. PRESENTING - Communicating effectively to groups.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.4IMP6.1*
* 68% of the population falls within the shaded area.
Copyright © 2006-2010. Target Training International, Ltd.8
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
ORGANIZATIONAL REWARDS/CULTURE HIERARCHY
This section identifies the rewards/culture system of a specific organization. Matching a person's passion to anorganization that rewards that passion always enhances performance. The graphs below are in descendingorder from the highest rewards/culture required by the organization to the lowest.
Director, HR Information Mgmt Systems
1. THEORETICAL - Rewards those who value knowledge forknowledge's sake, continuing education and intellectual growth.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.0
5.7*
2. TRADITIONAL/REGULATORY - Rewards those who valuetraditions inherent in social structure, rules, regulations and principles.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.2
4.5*
3. UTILITARIAN/ECONOMIC - Rewards those who value practicalaccomplishments, results and rewards for their investments of time,resources and energy.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.2
6.2*
4. INDIVIDUALISTIC/POLITICAL - Rewards those who valuepersonal recognition, freedom, and control over their own destiny andothers.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.6
4.8*
5. AESTHETIC - Rewards those who value balance in their lives,creative self-expression, beauty and nature.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
4.5
3.2*
6. SOCIAL - Rewards those who value opportunities to be of serviceto others and contribute to the progress and well being of society.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
4.4
5.7*
* 68% of the population falls within the shaded area.
Copyright © 2006-2010. Target Training International, Ltd.9
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB REWARDS/CULTURE HIERARCHY
This section identifies the rewards/culture system of a specific job. Matching a person's passion to a job thatrewards that passion always enhances performance. The graphs below are in descending order from thehighest rewards/culture required by the job to the lowest.
Director, HR Information Mgmt Systems
1. THEORETICAL - Rewards those who value knowledge forknowledge's sake, continuing education and intellectual growth.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.8
5.7*
2. UTILITARIAN/ECONOMIC - Rewards those who value practicalaccomplishments, results and rewards for their investments of time,resources and energy.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.1
6.2*
3. INDIVIDUALISTIC/POLITICAL - Rewards those who valuepersonal recognition, freedom, and control over their own destiny andothers.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.7
4.8*
4. TRADITIONAL/REGULATORY - Rewards those who valuetraditions inherent in social structure, rules, regulations and principles.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.4
4.5*
5. SOCIAL - Rewards those who value opportunities to be of serviceto others and contribute to the progress and well being of society.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
4.9
5.7*
6. AESTHETIC - Rewards those who value balance in their lives,creative self-expression, beauty and nature.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
4.6
3.2*
* 68% of the population falls within the shaded area.
Copyright © 2006-2010. Target Training International, Ltd.10
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
CONFLICTING JOB REQUIREMENTS
The TTI Success Insights Workplace Behaviors assessment is designed to analyze the job by letting the job talk.This section describes the potential conflicts or concerns for people in this position. In some cases anorganization may choose to re-evaluate the position or its key accountabilities.
Director, HR Information Mgmt Systems
This position is requiring the incumbent to be ALL THINGS TO ALLPEOPLE. Please re-evaluate the position and key accountabilities inorder to design a job that is realistic in order for a person to besuccessful. This position is currently designed in such a way that itwill bring job stress, job dissatisfaction and frustration to anyincumbent. This will lead to increased turnover and decreasedproductivity in the position.
If it is not possible to redesign the position, please be aware of themanagerial challenges the organization may experience. Based onthe incumbent’s behavioral style, the organization will need to makemodifications to the communication flow and activity levels of theposition. Please review the incumbent’s behavioral report for ideas.
Copyright © 2006-2010. Target Training International, Ltd.11
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
BEHAVIORAL HIERARCHY
This section is designed to give a visual understanding of the behavioral traits demanded of the position. Thegraphs below are in descending order from the highest rated behavioral traits required by the job to the lowest.This means the higher the score the more important that behavioral trait is to stress reduction and superior jobperformance.
Director, HR Information Mgmt Systems
1. COMPETITIVENESS - The job exists within a demandingenvironment where consistently winning is critical. The job demandstenacity, boldness, assertiveness and a "will to win" in dealing withhighly competitive situations.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.5
5.0*
2. FREQUENT INTERACTION WITH OTHERS - The job willcomfortably deal with multiple interruptions on a continual basis,always maintaining a friendly interface with others.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
8.0
5.8*
3. PEOPLE ORIENTED - The job demands a positive andconstructive view of working with others. There will be a highpercentage of time spent in listening to, understanding andsuccessfully working with a wide range of people from diversebackgrounds to achieve "win-win" outcomes.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.5
6.4*
4. CUSTOMER RELATIONS - The job demands a desire to conveyyour sincere interest in your internal and/or external customers.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.4
6.9*
5. URGENCY - The job requires decisiveness, quick response, fastaction. It will often be involved in critical situations demanding thaton-the-spot decisions be made with good judgment. The job willrepeatedly face important deadlines that must be met on time.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.5
4.6*
* 68% of the population falls within the shaded area.
Copyright © 2006-2010. Target Training International, Ltd.12
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
BEHAVIORAL HIERARCHY
Director, HR Information Mgmt Systems
6. FREQUENT CHANGE - The job requires a comfort level with"juggling many balls in the air at the same time!" It will be asked toleave several tasks unfinished and easily move on to new tasks withlittle or no notice.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.4
5.3*
7. VERSATILITY - The job calls for a high level of optimism and a"can do" orientation. It will require multiple talents and a willingnessto adapt them to changing assignments as required.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
6.3
5.2*
8. FOLLOW UP AND FOLLOW THROUGH - The job requires aneed to be thorough and complete tasks that have been started.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.9
6.7*
9. FOLLOWING POLICY - The job calls for complying with the policyor if no policy, complying with the way it has been done in the past.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.7
6.9*
10. CONSISTENCY - The job requires the ability to do the job thesame way on a repeated basis.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
5.3
6.3*
11. ORGANIZED WORKPLACE - The job's success depends onsystems and procedures, its successful performance is tied to carefulorganization of activities, tasks and projects that require accuracy.Record keeping and planning are essential components of the job.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
4.7
5.2*
* 68% of the population falls within the shaded area.
Copyright © 2006-2010. Target Training International, Ltd.13
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
BEHAVIORAL HIERARCHY
Director, HR Information Mgmt Systems
12. ANALYSIS OF DATA - The job deals with a large number ofdetails. It requires that details, data and facts are analyzed andchallenged prior to making decisions and that importantdecision-making data is maintained accurately for repeatedexamination as required.0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
4.7
5.2*
WB: 80-77-54-65 (00)* 68% of the population falls within the shaded area.
Copyright © 2006-2010. Target Training International, Ltd.14
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
ACUMEN INDICATORS
This section identifies the acumen needed for superior performance in this position. These scores arecalculated based on the world view (blue) and self view (red) required by the job. Each factor has a clarity scorefrom one to ten and a bias indicator ranging from undervalued, neutral or overvalued for each dimension.
Director, HR Information Mgmt Systems
UNDERSTANDING OTHERS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.4- o +
PRACTICAL THINKING0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.1- o +
SYSTEMS JUDGMENT0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
9.4- o +
SENSE OF SELF0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.1- o +
ROLE AWARENESS0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.1- o +
SELF DIRECTION0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . .10
7.1- o +
Copyright © 2006-2010. Target Training International, Ltd.15
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
SUMMARY OF TOP COMPETENCIES
This section of the report focuses on competencies because they are usually more difficult to identify or assessthan technical competencies or experience. Observing the behaviors people use to produce superiorperformance can provide insight into the demonstration of competencies. Seven (7) of the most importantcompetencies required to produce superior performance are described below in terms of observable behaviors.The behaviors listed below each competency provide examples of some of the ways the competency isdemonstrated. Read each behavior and check the ones that must be demonstrated to produce superiorperformance in the position. More importance is typically placed on those behaviors that must be demonstratedconsistently on a daily, weekly or monthly basis.
Director, HR Information Mgmt Systems
1. FLEXIBILITY: Agility in adapting to change.Responds promptly to shifts in direction, priorities andschedules.Demonstrates agility in accepting new ideas, approaches and/ormethods.Effective in juggling multiple priorities and tasks.Modifies methods or strategies to fit changing circumstances.Adapts personal style to work with different people.Maintains productivity during transitions, even in the midst ofchaos.Embraces and/or champions change.
2. CONCEPTUAL THINKING: The ability to analyze hypotheticalsituations or abstract concepts to compile insight.
Demonstrates ability to forecast long range outcomes anddevelop suitable business strategiesIdentifies, evaluates and communicates potential impacts ofhypothetical situationsDefines options to leverage opportunities in achieving businessgoalsDevelops plans and strategies that lead to desired strategicoutcomes
3. CUSTOMER FOCUS: A commitment to customer satisfaction.Consistently places a high value on customers and all issuesrelated to customersObjectively listens to, understands and represents customerfeedbackAnticipates customer needs and develops appropriate solutionsMeets all promises and commitments made to customers
Copyright © 2006-2010. Target Training International, Ltd.16
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
SUMMARY OF TOP COMPETENCIES
Director, HR Information Mgmt Systems
4. PERSONAL ACCOUNTABILITY: A measure of the capacity to beanswerable for personal actions.
Accepts personal responsibility for the consequences ofpersonal actionsAvoids placing unnecessary blame on othersMaintains personal commitment to objectives regardless of thesuccess or failure of personal decisionsApplies personal lessons learned from past failures to movingforward in achieving future successes
5. PROBLEM SOLVING ABILITY: Anticipating, analyzing,diagnosing, and resolving problems.
Anticipates, identifies and resolves problems or obstacles.Utilizes logic and systematic processes to analyze and solveproblems.Defines the causes, effects, impact and scope of problems.Identifies the multiple components of problems and theirrelationships.Prioritizes steps to solution.Develops criteria for optimum solutions.Evaluates the potential impact of possible solutions and selectsthe best one.
Copyright © 2006-2010. Target Training International, Ltd.17
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
SUMMARY OF TOP COMPETENCIES
Director, HR Information Mgmt Systems
6. LEADERSHIP: Achieving extraordinary business results throughpeople.
Inspires others with compelling visions.Takes risks for the sake of principles, values or mission.Builds trust and demonstrates integrity with a noticeablecongruence between words and actions (walks their talk).Demonstrates optimism and positive expectations of others.Delegates appropriate responsibilities and authority.Involves people in decisions that affect them.Addresses performance issues promptly, fairly and consistently.Adapts methods and approaches to the needs and motivationsof others.Makes decisions to avoid or mitigate the negativeconsequences for people.Demonstrates loyalty to constituents.
7. PERSUASION: Convincing others to change the way they think,believe or behave.
Utilizes the knowledge of other's needs, wants, beliefs,attitudes, and behavior to promote a concept, product orservice.Builds trust and credibility before attempting to promoteconcepts, products or services.Understands and utilizes compliance-producing behaviors toinfluence others such as authority, being likeable, proof of theprior compliance of others, limited availability, sampling orgiving something away to create a sense of obligation.Uses logic and reason to develop rational arguments thatchallenge current assumptions, attitudes, beliefs, and behavior.Identifies and addresses the social, emotional, economic, andpractical barriers that prevent people from complying.Adapts techniques and approaches to the needs and wants ofthose being influenced.
Copyright © 2006-2010. Target Training International, Ltd.18
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB REWARDS/CULTURE FEEDBACK
This section provides a brief description of the top three Job Rewards for this position. These rewards are listedin hierarchical order, with the most important listed at the top.
Director, HR Information Mgmt Systems
1. THEORETICALRewards those who value knowledge for knowledge's sake,continuing education and intellectual growth.
2. UTILITARIAN/ECONOMICRewards those who value practical accomplishments, resultsand rewards for their investments of time, resources andenergy.
3. INDIVIDUALISTIC/POLITICALRewards those who value personal recognition, freedom andcontrol over their own destiny and others.
Copyright © 2006-2010. Target Training International, Ltd.19
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
BEHAVIORAL FEEDBACK
This section provides a brief description of the top three Behaviors required for this position. These are thebehaviors that will need to be demonstrated most often for superior performance.
Director, HR Information Mgmt Systems
1. COMPETITIVENESSThe job exists within a demanding environment whereconsistently winning is critical. The job demands tenacity,boldness, assertiveness and a "will to win" in dealing with highlycompetitive situations.
2. FREQUENT INTERACTION WITH OTHERSThe job requires a strong "people orientation," versus a taskorientation. The job will comfortably deal with multipleinterruptions on a continual basis, always maintaining a friendlyinterface with others.
3. PEOPLE ORIENTEDThe job demands a positive and constructive view of workingwith others. There will be a high percentage of time spent inlistening to, understanding and successfully working with a widerange of people from diverse backgrounds to achieve "win-win"outcomes.
Copyright © 2006-2010. Target Training International, Ltd.20
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCY QUESTIONS
Below are suggested interview questions on each of the top seven competencies. Use these as a guide to writequestions that could be more job-specific. Once the list is completed, assure that all candidates respond to thesame questions.
Director, HR Information Mgmt Systems
1. FLEXIBILITY: Agility in adapting to change.Give me an example of when you were forced to changepriorities or direction.How did you feel when you were first confronted with thischange?Describe a time when there was an extraordinary amount ofactivity at work.How did you handle it?Describe a situation when you were the author or architect of achange.What were the barriers to implementing the change and how didyou get beyond them?How did you get buy-in from others?What was the outcome?Give me an example of when you were one of the first to get onboard when a major change was introduced.Describe a situation when you were given special recognition oracknowledgement for your ability to adapt quickly to a change.
Copyright © 2006-2010. Target Training International, Ltd.21
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCY QUESTIONS
Director, HR Information Mgmt Systems
2. CONCEPTUAL THINKING: The ability to analyze hypotheticalsituations or abstract concepts to compile insight.
Describe a situation where you formulated a hypotheticaloutcome of a situation and developed a tangible plan to makethat outcome a reality.Give me an example of a conceptual idea you had. Walk methrough how you implemented it.What will your industry look like in five years? Who will yourbiggest competitors be and why? Describe our competition asyou see it. Point out strengths and weaknesses of thecompetitors.What is the biggest strategic opportunity you have successfullyidentified and accomplished in your life? Describe the largeststrategic opportunity you have ever missed. What did you fail tosee? Why do you think you missed it?Give me an example of a specific plan you developed that wasdeemed successful or improved a situation.How have your career plans changed over the past few years?
Copyright © 2006-2010. Target Training International, Ltd.22
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCY QUESTIONS
Director, HR Information Mgmt Systems
3. CUSTOMER FOCUS: A commitment to customer satisfaction.Give me an example of a time when you knew the customerwas wrong but you had to accommodate their wishes. How didyou handle it? What did you say? What did you do? How didyou feel about it?Tell me about a situation where you were able to anticipate acustomer's needs before the customer even brought up whatthey wanted.Describe a situation where you went over and above what wasexpected to exceed a customer's expectations. How did youfeel about that? How comfortable would you feel about doingthat regularly?In your view, what makes some customers more valuable thanothers? Should all customers be treated the same?Give me an example of when you had to go the extra mile tomeet a commitment that someone else had made to acustomer. What, specifically, did you do? How did you feelabout having to meet a commitment made by someone else?Is there ever a time when a customer who is in error should beconfronted? If so, give me an example of when that would beand how you would do that.
Copyright © 2006-2010. Target Training International, Ltd.23
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCY QUESTIONS
Director, HR Information Mgmt Systems
4. PERSONAL ACCOUNTABILITY: A measure of the capacity to beanswerable for personal actions.
Tell me about a time when it was necessary to admit to othersthat you had made a mistake. How did you handle it?Give an example of a situation where others had made an erroror mistake and you had to take the blame for their actions. Howdid you feel about doing that?What is the worst business decision you ever made? Whatmade it the worst? Would knowing what you do now havehelped you to avoid making that decision?Give me an example of a lesson you have learned from makinga mistake. What did you do differently going forward?Give me an example of someone you know whose personalactions led to disastrous results. How answerable is thatperson for what happened? What advice would you give to thatperson?What person from history do you most admire for taking theblame for a failure? What did taking the blame do for thatperson?
5. PROBLEM SOLVING ABILITY: Anticipating, analyzing,diagnosing, and resolving problems.
Describe a situation when you anticipated a problem.What, if anything, did you do about it?Give me an example of when your diagnosis of a problemproved to be correct.What approach did you take to diagnose the problem?What was the outcome?Describe the most difficult work problem you've everencountered.What made it difficult?What steps did you take towards developing a solution?What factors did you consider in evaluating solutions?What solution was implemented and how successful was it insolving the problem?
Copyright © 2006-2010. Target Training International, Ltd.24
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCY QUESTIONS
Director, HR Information Mgmt Systems
6. LEADERSHIP: Achieving extraordinary business results throughpeople.
If you have held a leadership position in the past, draw theorganizational chart above and below your position to illustratethe scope of your leadership responsibilities.Give me an example of when you inspired people with a vision.Tell me about a time when you significantly improved theperformance of a group of people who reported directly to you.How did you motivate the top performers?Did you use the same techniques with the poor performers?If not, what did you do differently?What actions did you take to improve poor performance?Describe your leadership style.Tell me about a situation when you were able to maintain thetrust and commitment of people after making or implementing adecision that negatively impacted them.Give me an example of when you took a significant risk for thesake of a principle, value or mission.Describe a situation when you failed to obtain the commitment,dedication and trust of others.What, if anything, would you do differently?
Copyright © 2006-2010. Target Training International, Ltd.25
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCY QUESTIONS
Director, HR Information Mgmt Systems
7. PERSUASION: Convincing others to change the way they think,believe or behave.
Describe a situation where you were able to convince others toyour way of thinking.How did you do it?Describe a situation when the only way you could accomplish agoal was to get buy-in from others.What obstacles did you have in obtaining their buy-in?How did you overcome them?What was the outcome?Give me an example of when you were able to facilitate adramatic shift in the thinking, actions or beliefs of others.What techniques or methods did you use?Give me an example of a situation when you were given specialrecognition or acknowledgement for your ability to get others tosay yes.Describe a situation when you accomplished somethingsignificant as a result of your persuasive ability.
Copyright © 2006-2010. Target Training International, Ltd.26
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB REWARDS/CULTURE QUESTIONS
Read the following suggested interview questions as they relate to the rewards/culture environment of the job.Modify the questions to be more job-specific and assure that all candidates are asked the same questions.
Director, HR Information Mgmt Systems
1. THEORETICAL: Rewards those who value knowledge forknowledge's sake, continuing education and intellectual growth.
Which is more important, action or knowledge?Would you consider yourself to be an expert in something?What is it? How did you go about gaining the knowledge?Tell me what you especially like or enjoy about learning things.What topics or subjects do you enjoy?How comfortable are you in taking the time, energy and effortrequired to master a subject or topic you currently know verylittle about? How about one in which you have very littleinterest?
2. UTILITARIAN/ECONOMIC: Rewards those who value practicalaccomplishments, results and rewards for their investments oftime, resources and energy.
How important is earning a lot of money to you? What do youconsider to be a "lot of money"?Where would you like to be, financially, in 5 years? 10 years?Why?What role does earning a significant income play in your jobchoices? In staying in a job?Would you consider yourself to be a bottom line, practicalthinker or are you more theoretical or philosophical? Why doyou say that?
3. INDIVIDUALISTIC/POLITICAL: Rewards those who valuepersonal recognition, freedom, and control over their own destinyand others.
What role does being in control of a situation play in your jobsatisfaction? How important is it for you to control your owndestiny?How important is independence to you? Power? Influencingothers? What would be your level of satisfaction with a job ifyou had none of these?How good are you in taking directions from others? How muchdo you like doing so?How do you go about influencing others to act? Give me aconcrete, real-world example of a time when you were able tomove a group of people to action and exactly how you did it.
Copyright © 2006-2010. Target Training International, Ltd.27
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
BEHAVIORAL QUESTIONS
Read the following suggested interview questions as they relate to the most desired behavioral traits to performthe job. Modify the questions to be more job-specific and assure that all candidates are asked the samequestions.
Director, HR Information Mgmt Systems
1. COMPETITIVENESS: The job exists within a demandingenvironment where consistently winning is critical. The jobdemands tenacity, boldness, assertiveness and a "will to win" indealing with highly competitive situations.
How demanding are you of yourself and others? Do you thinkyou are sometimes too demanding? Give me an example of ajob situation where being demanding helped achieve the goal.Did it lead to other problems? Would others ever describe youas aggressive? Pushy? Why?How important is winning to you? How do you define winning?Give me an example of a situation where you felt you weregoing to lose. How did it feel? How did you handle it?
2. FREQUENT INTERACTION WITH OTHERS: The job willcomfortably deal with multiple interruptions on a continual basis,always maintaining a friendly interface with others.
How do you handle frequent interruptions by other people?How about your response to people who ask you question afterquestion?Are you more comfortable with details or people with the bigpicture or with bits of data?
3. PEOPLE ORIENTED: The job demands a positive andconstructive view of working with others. There will be a highpercentage of time spent in listening to, understanding andsuccessfully working with a wide range of people from diversebackgrounds to achieve "win-win" outcomes.
How important is it for people to like you? Which is moreimportant, being trusted or liked? Why do you say that?Do you stop and listen to others or express your opinionsquickly? Give me examples and situations where both of thesesituations occurred. What was the outcome?
Copyright © 2006-2010. Target Training International, Ltd.28
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
NOTES
JOB COMPETENCY COMPOSITE
Director, HR Information Mgmt Systems
HIERARCHY C R1 R2 R3 R4 R5 R6 R7 R8 R9
1 FLEXIBILITY 9.5 10.0 9.4 10.0 10.0 8.1 10.0 8.8 10.0 9.4
2 CONCEPTUAL THINKING 9.4 9.4 9.4 9.4 8.8 8.8 10.0 10.0 9.4 9.4
3 CUSTOMER FOCUS 9.3 10.0 10.0 8.1 8.8 7.5 10.0 10.0 10.0 10.0
4 PERSONAL ACCOUNTABILITY 9.3 10.0 10.0 8.8 10.0 7.5 10.0 9.4 10.0 8.1
5 PROBLEM SOLVING ABILITY 9.3 10.0 9.4 9.4 10.0 8.1 9.4 8.8 10.0 9.4
6 LEADERSHIP 9.1 9.4 9.4 7.5 9.4 8.8 10.0 8.8 9.4 9.4
7 PERSUASION 9.1 10.0 10.0 8.1 7.5 7.5 10.0 8.8 10.0 10.0
8 RESILIENCY 9.1 10.0 8.1 9.4 8.1 8.8 10.0 8.8 10.0 9.4
9 SELF-MANAGEMENT 9.0 9.4 6.9 9.4 9.4 8.1 10.0 9.4 9.4 9.4
10 TEAMWORK 9.0 10.0 9.4 8.8 8.1 8.1 10.0 7.5 10.0 9.4
11 CONTINUOUS LEARNING 8.9 10.0 10.0 7.5 8.8 7.5 9.4 10.0 10.0 7.5
12 DECISION MAKING 8.9 10.0 9.4 7.5 8.8 6.9 10.0 9.4 8.8 9.4
13 FUTURISTIC THINKING 8.9 10.0 9.4 7.5 9.4 8.8 9.4 8.8 8.1 9.4
14 INTERPERSONAL SKILLS 8.9 9.4 9.4 8.8 8.1 7.5 10.0 8.8 10.0 8.1
15 EMPLOYEE DEVELOPMENT/COACHING 8.6 9.4 9.4 7.5 7.5 7.5 10.0 9.4 9.4 8.1
16 GOAL ACHIEVEMENT 8.6 10.0 8.1 8.1 8.1 6.9 10.0 8.8 8.8 9.4
17 DIPLOMACY & TACT 8.5 10.0 7.5 8.1 6.9 7.5 10.0 8.8 10.0 8.1
18 CREATIVITY 8.4 10.0 9.4 7.5 9.4 6.9 8.1 8.8 7.5 8.1
19 CONFLICT MANAGEMENT 8.2 10.0 7.5 7.5 6.9 5.6 10.0 8.8 10.0 7.5
20 PLANNING & ORGANIZING 8.2 10.0 6.9 6.9 8.8 7.5 10.0 6.2 9.4 8.1
21 UNDERSTANDING & EVALUATING OTHERS 8.0 6.2 8.1 6.9 7.5 8.1 10.0 8.8 10.0 6.9
22 NEGOTIATION 7.8 8.1 8.8 6.2 6.9 7.5 9.4 6.9 8.8 8.1
23 EMPATHY 7.7 10.0 5.6 7.5 6.2 7.5 8.8 7.5 10.0 6.9
24 WRITTEN COMMUNICATION 7.5 8.1 8.8 6.9 7.5 7.5 7.5 6.9 6.9 8.1
25 PRESENTING 7.4 10.0 10.0 6.2 6.2 7.5 9.4 5.0 8.1 5.0
Copyright © 2006-2010. Target Training International, Ltd.29
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
ORGANIZATIONAL REWARDS/CULTURE COMPOSITE
Director, HR Information Mgmt Systems
REWARDS/CULTURE C R1 R2 R3 R4 R5 R6 R7 R8 R9
1 THEORETICAL 9.0 10.0 10.0 8.0 9.0 7.0 10.0 9.0 10.0 8.0
2 TRADITIONAL/REGULATORY 8.2 9.0 7.0 9.0 9.0 6.0 10.0 9.0 8.0 7.0
3 UTILITARIAN/ECONOMIC 7.2 8.0 5.0 10.0 8.0 6.0 5.0 6.0 8.0 9.0
4 INDIVIDUALISTIC/POLITICAL 5.6 3.0 8.0 5.0 8.0 3.0 7.0 5.0 5.0 7.0
5 AESTHETIC 4.5 5.0 2.0 10.0 2.0 2.0 5.0 2.0 6.0 7.0
6 SOCIAL 4.4 3.0 2.0 10.0 2.0 2.0 4.0 2.0 6.0 9.0
Copyright © 2006-2010. Target Training International, Ltd.30
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
JOB REWARDS/CULTURE COMPOSITE
Director, HR Information Mgmt Systems
REWARDS/CULTURE C R1 R2 R3 R4 R5 R6 R7 R8 R9
1 THEORETICAL 8.8 10.0 8.4 8.8 8.8 6.4 10.0 8.0 10.0 9.2
2 UTILITARIAN/ECONOMIC 7.1 5.6 9.2 7.6 6.8 6.4 7.2 6.4 8.4 6.4
3 INDIVIDUALISTIC/POLITICAL 6.7 6.0 6.0 7.2 7.2 5.2 8.0 6.8 7.2 7.2
4 TRADITIONAL/REGULATORY 6.4 8.4 3.2 6.8 6.0 4.4 9.2 7.2 6.4 6.8
5 SOCIAL 4.9 7.6 2.0 4.8 4.8 2.4 5.6 6.8 6.8 3.6
6 AESTHETIC 4.6 5.6 2.0 6.0 2.8 2.8 6.8 4.4 6.0 5.6
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Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
BEHAVIORS COMPOSITE
Director, HR Information Mgmt Systems
BEHAVIORS C R1 R2 R3 R4 R5 R6 R7 R8 R9
1 COMPETITIVENESS 8.5 8.0 10.0 8.0 5.0 8.0 10.0 10.0 8.0 10.0
2 FREQUENT INTERACTION WITH OTHERS 8.0 9.0 9.0 7.0 5.0 8.0 9.0 7.0 9.0 9.0
3 PEOPLE ORIENTED 7.5 9.5 8.0 6.5 5.5 7.5 8.0 6.5 8.0 8.0
4 CUSTOMER RELATIONS 7.4 8.8 8.0 7.0 6.0 7.2 7.8 6.8 8.0 7.8
5 URGENCY 6.5 5.0 7.0 6.5 5.0 6.5 7.5 7.5 6.5 7.5
6 FREQUENT CHANGE 6.4 5.5 7.5 6.5 5.2 6.5 6.8 7.0 6.2 7.0
7 VERSATILITY 6.3 6.0 7.0 6.0 5.0 6.5 7.0 6.0 7.0 7.0
8 FOLLOW UP AND FOLLOW THROUGH 5.9 7.0 5.2 6.0 6.0 5.8 6.0 5.8 6.2 5.8
9 FOLLOWING POLICY 5.7 6.5 4.5 6.0 6.0 6.0 5.8 5.2 6.2 5.5
10 CONSISTENCY 5.3 6.2 4.5 5.2 5.5 5.2 5.5 5.2 5.5 5.2
11 ORGANIZED WORKPLACE 4.7 5.5 3.0 4.5 5.5 4.0 5.0 5.5 5.0 4.5
12 ANALYSIS OF DATA 4.7 5.5 3.0 4.5 5.0 4.0 5.0 6.0 5.0 4.5
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Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
ACUMEN INDICATORS COMPOSITE
Director, HR Information Mgmt Systems
ACUMEN INDICATORS C R1 R2 R3 R4 R5 R6 R7 R8 R9
1 UNDERSTANDING OTHERS 9.4 9.5 9.0 9.5 9.5 9.5 9.5 9.5 9.5 9.5
2 UNDERSTANDING OTHERS BIAS - - - - - - - - - -
3 PRACTICAL THINKING 9.1 9.5 9.0 9.0 9.5 9.0 9.0 9.5 9.5 8.5
4 PRACTICAL THINKING BIAS o + - o o - o + + -
5 SYSTEMS JUDGMENT 9.4 9.5 9.0 9.5 9.5 9.5 9.5 9.5 9.5 9.5
6 SYSTEMS JUDGMENT BIAS - - - - - - - - - -
7 SENSE OF SELF 7.1 7.5 7.0 6.5 7.5 7.0 7.5 7.5 7.5 6.5
8 SENSE OF SELF BIAS - - - - - - - o o -
9 ROLE AWARENESS 7.1 7.5 7.0 6.5 7.5 7.5 7.5 7.0 7.0 6.5
10 ROLE AWARENESS BIAS + + + + + + + + + +
11 SELF DIRECTION 7.1 7.5 7.0 7.5 7.0 7.5 7.5 7.0 7.0 6.5
12 SELF DIRECTION BIAS + + + + + + + + o +
Copyright © 2006-2010. Target Training International, Ltd.33
Carl Nielson cnielson@nielsongroup.com(V) 972-346-2892
The Nielson Group
BUSINESS TRANSFORMATION STRATEGIC HUMAN CAPITAL MANAGEMENT
Company Profile FORWARD TO
• Chief Executive
• Chief HR Officer
• Chief Leadership Dev Exec
• Chief Operations Executive
Contact Information
Carl Nielson
Managing Principal
The Nielson Group
P.O. Box 922
Prosper, TX 75078
Telephone 1-972.346.2892
E-mail cnielson@nielsongroup.com
Website
http://wwwnielsongroup.com
Facts* not true for our clients:
• 46% of new hires fail within the
first 18 months
• Only 19% of new hires achieve
‘unequivocal success’ within 18
months of hire
• Failures are almost always
attitudinal, such as lack of
coachability (89%) rather than lack
of aptitude (11%)
*According to Leadership IQ
The Nielson Group, founded in 1998, is in the business of creating success at the individual, team and
organizational level. We focus on bringing out the best in people and processes for breakthrough
performance. We practice the art and science of organizational improvement strategies – designing and
delivering best practices within Fortune 500 companies and mid-size industry leaders. We integrate
agility and innovation to create business transformation through leading edge human capital
management strategies. We value practical, high-impact, proven solutions on the cutting edge of total
talent management.
Coaching Organizations for Breakthrough Performance
Our Services At The Nielson Group, we are dedicated to providing you with the best human capital management and
business transformation strategies and tools. When we work together you receive clear, consistent,
thoughtful guidance and direction that keeps your needs paramount and creates powerful momentum for
getting results and achieving goals. For each team or organization, we create fully-customized action
plans that encompass your unique needs utilizing powerful talent assessments, experiential learning
methods, and tangible coaching.
Human Capital Management
Strategic Talent Assessment
and Retention (STAR)
Leadership Development
Business Transformation
Change Management
Lean/Six Sigma Implementation
Our Commitment …bringing high value, strengthening talent
capabilities, creating greater organizational
alignment, role awareness, productivity and
success.
Our “3D” Change Methodology
STAGE 1: DISCOVER 1.1. Investigate Causes
1.2. Diagnose Situation
1.3. Synthesize Options
1.4. Plan Transition
STAGE 2: DEVELOP 2.1. Develop Support
2.2. Coach Individuals
2.3. Communicate Throughout
2.4. Demonstrate Value
STAGE 3: DEPLOY 3.1. Measure Progress
3.2. Evaluate Results
3.3. Optimize Outcomes
3.4. Celebrate Success “Leadership is the art of
accomplishing more than the science
of management says is possible.” Secretary of State Colin Powell
Strategic Talent Assessment & Retention
(STAR)
• Make the most of your talent – align the right
people to the right jobs
• Transform talent acquisition from art to science
• Enhance your bottom line through more effective
people management
• Organizational climate, individual talent and job
benchmark assessments
Leadership Development
• Leadership Team competencies and
collaboration development
• Aligning leadership actions with business
transformation goals
• Individualized executive coaching
Our People Knowledgeable, Collaborative, Committed
Rajesh Tedla, MSIT, MBA
Business Enterprise Master Consultant
& Executive Coach
A respected and recognized executive
and leader in the leadership
development, six sigma and executive
coaching fields, Rajesh Tedla has more
than 23 years experience as a
practitioner and consultant in both HR
and Lean/Six Sigma. He served as an
Sr. VP for Strategic Marketing for a
fortune 10 company. He holds BSME,
MSIT and MBA. His certifications
include CPBA, CPVA, CPTriMetrixHD.
Sample Client List Across Diverse Industries and
Organizational Size
1-972-346-2892 cnielson@nielsongroup.com http://www.nielsongroup.com
Carl Nielson, CPBA
Sr. HCM/OD Consultant and Executive Coach
Carl Nielson has over 25 years of
experience in the field of strategic human
capital management and organization
development including leadership
development, team and professional
development, coaching and hiring for fit.
He brings over 15 years of Fortune 100
HR management experience and over 10
years of consulting and coaching in
diverse industries. He holds a B.S. in
Organizational Psychology and is a
Certified Professional Behavioral Analyst,
Certified Professional TriMetrix HD
Analyst and certified facilitator of The
Coaching Clinic™ for managers. .
Business Transformation
Our Business Transformation solutions are designed to quickly and sustainably impact your
bottom line results by streamlining your business, teaching critical thinking skills, implementing
innovative solutions to problems, and eliminating waste from your processes.
• LSS 4.0™ - A breakthrough program that achieves sustainable results, LSS 4.0™, aligns
and integrates Lean and Six Sigma process improvement with "the people side” of team
performance. LSS 4.0™ harnesses the enormous potential for human capital effectiveness
that is not captured by traditional process improvements alone.
• Business Process Management Systems (BPMS) - a time-tested approach to
actively managing one or several processes, with continuous end-to-end responsibility and
accountability assigned to process owners. BPMS drives performance and ensures that
both the customer’s and organization’s needs are met.
• Innovative Problem Solving™ (IPS) - To reach its full potential, your organization
must institute world class, value-added processes that reduce or eliminate waste and keep
your customers’ needs at the forefront. IPS is an action-learning, project specific program
that helps your organization achieve these objectives and solve business problems quickly
and effectively.
Human Capital Management Best
Practice Solutions
BUSINESS TRANSFORMATION STRATEGIC HUMAN CAPITAL MANAGEMENT
…Consultants averaging 20+ years of experience in
business transformation and human capital
management
• Texas Health Resources
• Children’s Medical Center of Dallas
• Belimed Infection Control and Sterilization Eqpmt
• Medtronic Surgical Technologies
• Conveyco Technologies Mfg and Dist Systems
• Benjamin Franklin Plumbing franchises
• Harman International
• TRI-CAP Non-Profit Community Service Org
• Several Municipalities
ABOUT OUR ASSESSMENTS BRINGING OUT THE BEST IN PEOPLE AND PROCESSES!
• Job Matching
• Talent Selection and Retention
• Aligning Talent Management to
Strategic Planning
• Employee Coaching and
Development
• Performance Appraisals
• Succession Planning &
Organizational Development
Where Opportunity Meets Talent®
A Complete Assessment Solution
Value Statement
In today’s highly competitive marketplace, hiring,
developing and retaining top talent is crucial to
success. Industry leaders go beyond the
traditional resume, interview and yearly review
process to use accurate, bias-free assessments to
examine individual performance.
Based on a unique, 55-factor analysis, TTI
TriMetrix HD® examines the Behaviors individuals
bring to the job, the Motivators that drive them, do
they possess the Acumen to do the job and their
potential to provide the Competencies required by
the job. It reveals specific details in four areas that
describe the how, why, what and can of superior
performance.
As a job benchmarking tool, these four areas
define the requirements of each job, providing a
complete system to compare talent to the position
and achieve the optimum job fit. The
comprehensive design of TTI TriMetrix HD
ensures that you hire, develop and retain the best
possible talent.
Job Benchmarking
If a job could talk, it would explain precisely what
was necessary to achieve superior performance.
We could ask it to tell us about the:
· Knowledge a person needs
· Personal attributes required to drive success
· Rewards for superior performance
· Hard skills vital for the job
· Behaviors necessary to perform at peak levels
· Intrinsic motivators
But we know a job can’t talk, right? We use a
patented process that leads to an understanding
of the knowledge, intrinsic motivators, personal
attributes, behaviors and hard skills required of
each key accountability for the job in question.
Applications for the TriMetrix go beyond the hiring
stage to include new-hire on-boarding,
professional development goal setting and
planning, managing and motivating strategy, and
succession planning.
Behaviors: The How Knowledge is the biggest
modifier of behavior. Based
on the DISC theory, behavior
is measured in four
dimensions; dominance,
influence, steadiness and
compliance which are
translated into a hierarchy of
twelve behavioral traits scored
on a 10-point scale. The
results enhance the hiring
process by revealing how an
individual will perform.
Behavioral coaching and our
Dynamic Communication
workshop, based on the DISC
model, empower individuals to
take action towards
professional growth.
Acumen indicators show
potential a person can access for
job performance.
Intrinsic motivators reveal
why a person is motivated to
perform on the job.
Skill Competencies are what
competencies a person has demonstrated in
prior work.
Behavioral traits show how a
person will get the job done.
Assessments for Total Talent Management Life Cycle
Motivators: The Why As a window through which
we view the world, motivators
are the drivers of our behavior,
or what motivates our actions.
Motivators are measured in
six areas: theoretical,
utilitarian, aesthetic, social,
individualistic and traditional.
With the knowledge of
motivators, you can encourage
employees in a way that
satisfies their inner drive right
from the start. The
results will benefit both hiring
and coaching initiatives by
revealing why an individual
acts the way they do, or what
motivates their behavior.
Acumen Indicator:
The Can Unique in it’s ability to
assess how astutely a
person analyzes and
interprets their experiences.
A person’s acumen, or
keenness and depth of
perception or discernment, is
directly related to their level
of performance. The stronger
a person’s acumen, the more
aware they are of their reality
in both their external and
internal world. The report will
give insight into the thought
processes that affect
performance, describing their
potential for superior
performance.
Competencies: The
What The TTI TriMetrix HD Report
describes an individual’s
strengths in 25 research-
based capacities, or personal
skills, that are directly related
to the business environment.
Through the assessment of
an individual’s own personal
skills, this quantitative
measurement tool analyzes
each capacity on three levels:
mastery, some mastery and
no mastery. The top skills
outlined in the report highlight
individuals’ well developed
capabilities and reveal the
areas where they are most
effective. When used as a
benchmarking tool, this
component helps ensure the
inherent skills of each
individual match the personal
skills required by the job.
Coaching Organizations for Breakthrough Performance 972.346.2892 cnielson@nielsongroup.com
Our People Knowledgeable, Collaborative, Committed
Job Benchmarking - Creating Competency
Models Quickly, Easily, Cost-Effectively
For Hiring, Development, Organizational Planning
WHY WE’RE DIFFERENT
Experts: Research-based knowledge, best practice sharing, and real-world experience
Agile: Innovative and flexible solutions to address modern, complex business problems
Global: Transnational approach, meeting local needs, bringing global results
Mentors: Knowledge transfer to make you stronger and better than when you started
Coaches: Sustaining the progress for short term and long term benefits
OUR COMMITMENT
…strengthening your capabilities, leaving you more aligned, more aware, more effective
…transnational network of consultants averaging 15+
years of experience in Change Management, Human
Resources, Lean and Six Sigma, Leadership
Development and Executive Coaching, including:
LET THE JOB TALK BRINGING OUT THE BEST IN PEOPLE AND PROCESSES!
Rajesh Tedla, MSIT, MBA
Business Enterprise Master Consultant
& Executive Coach A respected and recognized executive
and leader in the Change Management,
Leadership Development, Six Sigma
and Executive Coaching fields, Rajesh
Tedla has more than 23 years
experience as a practitioner and
consultant. He served as an Sr. VP for a
division of fortune 10 company. He
holds BSME, MSIT and MBA. His
certifications include CPBA, CPVA,
CPDA & CPTHD.
CARL NIELSON
Strategic Partner
…has over 20 years of experience in the
field of strategic human capital
management and organization
development including leadership
development, team and professional
development, coaching and hiring for fit.
He served as an HR Director for a large
law firm. His formal education includes a
B.S. in Organizational Psychology .
1-Identify The Job
Re-evaluate organizational
needs with each opening
• Department Manager
• HR Business Partner
2-ID Stakeholder & SME
Obtaining input is key. Ask
key people to participate.
• Department Manager
• Stakeholders
• Subject Matter Experts
including incumbent
• The Nielson Group or the
HR Business Partner
facilitate the benchmarking
process
3-Explain The Process
Benchmark participants form
a short-term team
• Watch the short online
presentation as a group
• Establish time-line for the
benchmark process
4-Discuss Key
Accountabilities
Discuss department/section/
division business goals
• What does this role need
to deliver?
• Why?
• Current job description is a
good starting point
• Draft key accountability
statement
5-Prioritize and Identify Key
Priorities
Gain agreement on key
accountability statements
• Weight each statement
based on amount of time
required to deliver
• Rate level of importance to
the role’s success (all key
accountability statements
are important
6-Complete the TriMetrix
Job HD
All benchmark team
members complete the
TriMetrix Job HD.
• Other stakeholders?
• Distribute final key
accountabilities with
instruction
7-Generate Composite
TriMetrix Job HD Report
Performed by The
VRT Mgmt Group or your
internal TriMetrix coordinator
8-Verify the Results of the
Composite
Final meeting of team.
Facilitated discussion to
discuss and debate the
results. Did we get it
right?
• Department Manager
• Stakeholders/SMEs
• HR Business Partner
9-Validate the Job
Benchmark
Optional Step:
• Assess incumbents using
the TriMetrix Talent tool
• Analyze personal
performance vs Gap
report results
• Independent High-to-Low
performance ranking vs
High-to-Low TriMetrix
predictive analysis
10-Document Job
Benchmark
Compile key accountabilities
and composite TriMetrix Job
HD into one document
(Master Job Profile (MJP))
• Incumbent development
strategy based on
TriMetrix Gap Analysis
• TriMetrix Talent Coaching
Report
• Hiring: Interview questions
• HR Master Job Profile
Library
Coaching Organizations for Breakthrough Performance 972.346.2892 cnielson@nielsongroup.com
Our People Knowledgeable, Collaborative, Committed
Manager as Coach:
Conversation Skills for Managers
…over 50 years of experience in Change Management,
Human Resources, Lean and Six Sigma, Leadership
Development and Executive Coaching, including:
PROFESSIONAL DEVELOPMENT WORKSHOP DEVELOPING TOMORROW’S LEADERS TODAY
What is it?
A two-day leadership
program designed to train
managers, executives,
leaders and supervisors to
use coaching techniques in
their work relationships, and
thus gain the advantages of
bringing a coach approach to
managing people.
What it does
Provides a coaching toolkit of
knowledge, techniques and
practical skills that managers
and leaders can apply
competently and confidently
in their work situation to gain
immediate benefits. Applying
these skills spurs rapid
development of individuals
and teams, and fosters
leadership potential.
Applying skills learned in this
program has been shown to:
• promote innovation and
accelerate results
• effectively develop and
retain valuable organizational
members
• improve organizational
communication and team
effectiveness
• deepen commitment to
personal, professional and
organizational goals
Who is it for?
Attending this program will
benefit anyone in a
supervisory, leadership or
team-based role that is
responsible for the
development of others in any
kind of organization, large or
small. More than 40,000
managers and coaches
around the world have
learned coaching skills
through this program.
What to expect
During the two-day program,
participants discover and
experience how to inspire
others to believe in their own
success, sharpen their focus,
and make radical shifts to
achieve extraordinary results,
all through state-of-the-art
coaching techniques.
Participants also discover
their personal coaching style
using a DISC and Motivators
assessment, which provides
insights into how best to
communicate with their team
members for rapid
development.
Program participants:
• discover coaching as a
powerful management and
leadership model
• learn, experience and
practice “state of the art”
coaching techniques
• understand the structure
and process of integrating a
coach-approach to
management
• apply learning within the
workplace immediately
The program equips
managers and leaders to
‘show up’ as coaches in their
working relationships.
Workplace coaching expands
beyond performance review
to become part of every
workplace interaction,
whether formal or informal.
Outcomes:
• Competence in using a 5-
step coaching conversation
model
• Skills to engage in
courageous conversation
• Clarity on the relationship
between performance and
development
• Understanding of different
learning styles and how
these affect leadership
development
Coaching Organizations for Breakthrough Per formance 972.346.2892 cnielson@nielsongroup.com
Participants are challenged to
raise their standards for
constructive, collaborative
conversations, and to explore
the shifts required of them if
they are to build a work
environment that is truly self-
sustaining and focused on
developing people.
RAJESH TEDLA, MSIT, MBA
Certified Licensed Facilitator
A respected and recognized executive
and leader in the Change Management,
Leadership Development, Six Sigma
and Executive Coaching fields, Rajesh
Tedla has more than 25 years
experience as a practitioner and
consultant. He served as Sr. VP for a
division of GE. He holds BSME, MSIT
and MBA. His certifications include
CPBA, CPVA, CPDNA & CPTHD.
CARL NIELSON, CPBA, CPVA, CPTHD
Certified Licensed Facilitator …has over 25 years of experience in the
field of strategic human capital
management and organization
development including leadership
development, team and professional
development, executive coaching and
hiring for fit. Carl holds a B.S. in
Organizational Psychology and is a
Certified Professional Behavioral Analyst
and Values Analyst. (CPBA, CPVA,
CPDNA, CPTHD)
Our People Knowledgeable, Collaborative, Committed
Dynamic Communication and Collaboration Increasing Communication and Collaboration through
Understanding Behaviors and Attitudes Now more than ever, businesses need highly creative work groups whose output
equals more than the sum of their parts. But great teams aren’t just hired, the are
actively developed. Teams must have the ability to collaborate effectively.
…over 50 years of experience in Change Management,
Human Resources, Lean and Six Sigma, Leadership
Development and Executive Coaching, including:
PROFESSIONAL DEVELOPMENT WORKSHOP BRINGING OUT THE BEST IN TEAMS
Rajesh Tedla, MSIT, MBA
Certified Licensed Facilitator
A respected and recognized executive
and leader in the Change Management,
Leadership Development, Six Sigma
and Executive Coaching fields, Rajesh
Tedla has more than 25 years
experience as a practitioner and
consultant. He served as Sr. VP for a
division of GE. He holds BSME, MSIT
and MBA. His certifications include
CPBA, CPVA, CPDNA & CPTHD.
CARL NIELSON
Certified Licensed Facilitator …has over 25 years of experience in the
field of strategic human capital
management and organization
development including leadership
development, team and professional
development, executive coaching and
hiring for fit. Carl holds a B.S. in
Organizational Psychology and is a
Certified Professional Behavioral Analyst
and Values Analyst. (CPBA, CPVA,
CPDNA, CPTHD)
Catalyst for Change
We’ve combined two
professional development
programs into one highly
interactive one-day workshop
that encourages participants
to recognize and value their
unique blend of strengths
and recognize and
appreciate different strengths
on the team. Taking this
approach, team members
learn how to adapt to build
collaborative relationships,
open the door to
communicating and achieve
team goals – as a team.
Dynamic Communication
and Valuing Differences–
the key to success in life
and work
This program will open your
eyes to a new way of viewing
yourself and others.
Participants will discover how
to communicate more
effectively based on the DISC
behavioral model and how to
understand and view the
world from someone else’s
eyes.
What to expect
Participants will:
• know which attitudes drive
your life, actions and
decisions
• understand each attitude
and the interaction of each
• recognize the driving forces
in others’ lives
• understand others’
viewpoints and be able to
dialogue convincingly by
seeing the world through
their eyes
• understand the benefits of
applying your own behavioral
design
• understand the benefits of
applying a behavioral
communication model
• recognize, understand and
appreciate others’ behavioral
design
• adapt your behaviors for
enhanced communication,
understanding, collaboration
and relationships
• identify behavioral styles by
observing tone of voice,
words, body language and
pace
Who is it for?
Attending the program will
benefit anyone. We custom
design the delivery to fit the
participants
• management teams*
• cross-functional teams
• general employee
population
• new hire groups
• technical teams
*Also see information on Manager as
Coach: Conversation Skills for
Leaders and Managers
What ‘s provided?
Each seminar attendee
receives:
• a 50+ page personal
Success Insights behaviors
and motivators report
• Two in-depth workbooks
that provide a great resource
for learning and
understanding the DISC
language and Spranger’s six
values that motivate us
• certified facilitators with a
consistent track record of
providing best-in-class
delivery
Coaching Organizations for Breakthrough Per formance 972.346.2892 cnielson@nielsongroup.com
“Success in the knowledge economy
comes to those who know themselves,
their strengths, their values, and how
they best perform.” Peter Drucker
Employee Engagement As a Profit Growth Strategy
CREATING AN ENGAGING CULTURE STRATEGIC HUMAN CAPITAL MANAGEMENT
Top-performing organizations understand that employee engagement is a strategy that drives business outcomes. Research shows that engaged employees are more productive employees resulting in increased profitable, productivity, more customer-focused, while decreasing employee turnover and absenteeism.
In the best run organizations, employee engagement is a strategic focus supported by methodologies for driving improvement and organizational change. The best performing companies know that developing an employee engagement strategy is critical. They also know linking employee engagement to the achievement of corporate goals is the key to business success.
World Class ROI/Profitability tied to Employee Engagement
TNG’s Employee Engagement Strategy –Think Globally, Act Locally Develop Predictive Capability
Online Employee Survey – Ease of administration, relevant questions Feedback on 4 areas of Employee Engagement - Leadership, Processes,
Relationships & Work Management – by business unit, mgmt/non-mgmt Employee Engagement Index for tracking progress Comprehensive, laser-focused feedback - Bottom-Up Solutions revealed Co-design and deliver tangible solutions – no cookie cutter Tangible unit-specific actions receive strong internal support Repeat process on regular basis (every 6 to 12 months) Unit-level Scorecard visualizes current and forecasted outcomes
According to Gallup, employee engagement at the business/work unit level relates to nine major performance outcomes including turnover, absenteeism, safety, productivity, and profitability. The graph above displays results from Gallup’s latest meta-analysis, which aggregates data from 199 research studies across 152 organizations in 44 industries. The bars represent median differences between business/work units in the top quartile of employee engagement scores and those in the bottom quartile.
Perhaps the most essential findings for business leaders are that: • The median productivity level among top-quartile business/work units was 18% higher than among bottom-quartile units; and • The median profitability level among top-quartile units was 16% higher than among those in the bottom quartile.
The Nielson Group 972.346.2892 Ask for Carl Nielson
Reference: Gallup Inc’s Employee Engagement Survey Oct 2011
About Our Solution A. Employee Engagement Survey administered
to employees captures effectiveness in four key organizational metrics: Processes, Work Management, Relationships, Leadership
B. Employee engagement score indexed to department/unit business performance outcome metrics
C. Employee engagement survey and performance outcome metrics used to conduct employee engagement focus groups with employees and management groups
D. Recommendations for laser-focused employee engagement strategies developed and tied to performance/ROI metrics
E. Selected employee engagement initiatives approved and funded. Implementation includes monitoring performance outcomes for ROI
F. Continue Employee Engagement Survey on regular basis. Track with performance outcomes over time. Measure success.
A recent analysis Gallup conducted at the organization level found that across industries, organizations’ employee engagement scores directly related to their earnings per share (EPS). Organizations with employee engagement scores in the top quartile of Gallup’s overall database in 2006 and 2007 posted earnings in 2007 and 2008 that were on average 28% higher than those of their competitors. Among organizations with engagement scores in the top decile, EPS topped those of their competitors by an average of 72%.
Moreover, organizations with comparatively high proportions of engaged employees were much less likely than the rest to see a decline in EPS in 2008, the year after the recession officially began.
Employee Engagement As a Profit Growth Strategy
BUSINESS TRANSFORMATION STRATEGIC HUMAN CAPITAL MANAGEMENT
The Nielson Group 972.346.2892 Ask for Carl Nielson
Work Management
• Cross Functional Effectiveness
• Role Clarity/Agreement
• Measures and Goal Clarity
• Talent-Role Match
• Diversity of Perspective Valued
• Personal Accountability to the Team
• Collaborative Decision Making
• Project Management Skills
Leadership
• Clarity of Vision/Mission/Objectives
• Performance Management
• Ensures Timely Rewards and Recognition
• Continuous Improvement Focus
• Fully Leverages Talent within the Team
• Coach Approach to Guiding the Team
• Eliminates Barriers for the Team
• Leads by Example (promotes collaboration and creativity)
Team Processes
• Team Norms Effectively Followed
• Culture of Continuous Improvement
• Openness to Ideas
• Shared Leadership
• Shared Information
• “We Can Do It” Attitude
• Time Given to Planning, Decision Making and Quality Discussions
Relationships
• “Belonging to the Group” Satisfaction
• Team meetings are friendly, relaxed and energetic
• Open Expression of Feelings and Facts
• Focus on Cooperation/Collaboration, Not Blaming
• Respect for Team Members
• Personally Accountable to Team Members
• Culture of Open Communication
Employee Engagement
Index
0.000%
5.000%
10.000%
15.000%
20.000%
25.000%
30.000%
0.000% 10.000% 20.000% 30.000% 40.000% 50.000% 60.000% 70.000% 80.000% 90.000%
100.000%
2007 Q2
2007 YE
2008 Q2
2008 YE
2009 Q2
2009 YE
2010 Q2
2010 YE
Productivity
Employee Engagement Index
Absenteeism
Turnover
Profitability
Input:
Employee Engagement
Index
Outputs:
Productivity
Absenteeism
Turnover
Profitability
0% 10% 20% 30% 40% 50% 60% 70% 80%
35%
45%
55%
65%
75%
85%
95%
20
07
Q2
20
07
YE
20
08
Q2
20
08
YE
20
09
Q2
20
09
YE
20
10
Q2
20
10
YE
Processes
Relationships
Work Management
Leadership
Employee Engagement Index
Employee Engagement Index
Employee Engagement Index to Performance Outcomes
Strategic Laser-Focused Interventions
Carl Nielson
972-346-2892 cnielson@nielsongroup.com
Data Information Insight Action
Assessment Comparison Matrix Based on competitive analysis from 2011
BUSINESS TRANSFORMATION STRATEGIC HUMAN CAPITAL MANAGEMENT
The Nielson Group 972.346.2892 Ask for Carl Nielson
Company 1 2 3 4 5 6 7 8 9 1
0
1
1
1
2
1
3
1
4
1
5
1
6
1
7
1
8
1
9
2
0
2
1
Behaviors X X X X X X X X X X X X X X X X X X X X
Motivators X X X X X X X X X
Cognitive,
Problem
Solving,
Acumen
X X X X X X X X X X
EQ X
Sales Skills X X X
Competencies X X X X X X
Job
Benchmarking X X X X X X X
360 Surveys X X X X X X X X
Validated for
Selection X N
Adverse
Impact Study X
Time to
Complete (m)
10
45 20 20 30 30 90 60 30 30 45 45
Hard Skills X X X
Supporting
Professional
Development
Tools
X
Index to Companies 1 TTI Performance Systems 8 Caliper 15 Previsor
2 Inscape 9 Chally 16 Harrison
3 Extended DISC 10 DDI 17 Kolbe
4 Thomas International 11 Hogan 18 Wonderlic
5 Inst for Motv’l Living/People Keys 12 Lohminger 19 PDI
6 Meyers Briggs 13 Profiles International 20 People Answers
7 Predictive Index 14 Innermetrix 21 Birkman
© 2011, 2012, Target Training International, Ltd and The Nielson Group
Comparing your needs to the wide range of assessment offerings can be frustrating. We’ve collected some information to speed your evaluation up.
You’ll want to ask each provider you are considering to “prove it” for any category we haven’t marked. And of course, we want you to ask us for our
proof as well.
TTI offers a comprehensive suite of assessment and development solutions. This includes assessment options for hiring, development and coaching. Ask The Nielson Group
about the “total talent” TriMetrix® assessment. Focused solutions available for the C-suite, management, sales management sales, customer service, healthcare, general
employment. Job benchmarks are custom developed based on what the job demands – not based on your current top performers. The Nielson Group also offers the most
valid and reliable assessment for hourly and retail hiring.
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