Assessing Talent
This program is focused on the effective use of different assessment methods and approaches in selecting the best candidates for employment, promotion or further development.
It covers the full range of assessment methods, including:
Interviews (structured/unstructured interview formats and the use of behavioural, situational and motivational interviewing techniques);
Psychometric evaluation (cognitive ability tests and personality questionnaires);
Situational judgment assessments;
Skills and knowledge tests;
Work samples and simulations;
Analysis & presentation exercises;
Role plays;
Leaderless group discussions;
In-tray exercises.
The effectiveness of assessment methods in predicting on-the-job performance is considered in light of research results.
The program also covers the two main approaches to assessing candidates, which are the use of selection/assessment panels or assessment centres to gauge the relative suitability of candidates. It explains both approaches and addresses the circumstances in which each approach can be the most efficient and effective in assessing candidates.
The program touches on issues related to unconscious bias in candidate assessment. In addition to the most common biases, it addresses the influence of candidate confidence on perceptions of competence, and the impact of candidate personality traits such as extraversion and introversion on the assessment of their suitability for some roles.
Developing Employee Capabilities
This program explores the various methods of developing employee capabilities to meet their current responsibilities and to support their career aspirations. It covers the ways in which employees can develop at work and the effectiveness of these development methods.
It considers the most common learning and development models, such as the experiential, social and formal learning model, i.e. 70:20:10 (or 55:25:20) model. It also canvasses the relevance and use of the Lominger Career Architect and Development Planner in setting employee development goals. *
The program addresses the relative importance of current strengths and weaknesses in determining the future development focus for individual employees.
It also provides guidance as to sources of information that can help in identifying development needs. These sources include 360-degree feedback mechanisms (including manager, peers and direct reports), past performance results, current role requirements and challenges, longer-term career goals, etc.
Managing Unsatisfactory Performance
This program equips participants with the strategies, techniques and tools to fairly and effectively manage unsatisfactory performance. It is grounded in practical experience in public sector environments and is informed by extensive research into employment law and the decisions of industrial tribunals in performance management cases. The program incorporates a mix of strategic and tactical approaches to resolve unsatisfactory performance and specifically addresses the following aspects:
Best practice procedures for managing unsatisfactory performance
Setting reasonable performance standards based on required results and behaviours
Developing, implementing and monitoring performance improvement strategies
Ensuring procedural fairness throughout the performance management process, including seeking employee input, providing reasonable improvement opportunities and supporting the employee within reasonable limits
Avoiding common pitfalls in dealing with unsatisfactory performance
Debunking myths about bullying and performance management by reference to legislation and industrial case law
Developing case management strategies that take account of possible causes of unsatisfactory performance (including health issues)
Managing interactions with employees and their representatives in face-to-face meetings and in written communications
Factors to be considered when deciding on action to be taken if performance continues to be unsatisfactory.
Considering employee response to proposed management action before making any final decision.
Responding to and resolving possible claims of unfair dismissal (if termination is the final decision).
Managing Change in the Workplace
Program is informed by extensive experience in implementing change in public sector agencies, including transformational change in heavily unionised workplaces.
It provides an overview of leading change management models such as ADKAR, McKinsey, Deming and Kotter, and outlines the advantages of each model.
Approach depends on scale and pace of change – major/transformation, minor/increment, extent of staff impacts (job losses or changes to roles or pay grades)
Important considerations before deciding on change that is likely to be resisted strenuously: Is it the right thing to do, is it worth the effort/risks, what is the likelihood of success if disputed (i.e. challenged in industrial tribunals).
Using employee consultation to test the practicality of proposed changes, identify obstacles and/or determine the best implementation strategies.
Consider need for business process re-engineering in preparation for change to management systems (rather than design system around current, inefficient processes).
Developing change acceptance/tolerance in organisations by building trust between management and employees (using direct, open & honest communication, and always honouring commitments).
Communication and training plans to support changes to structure, staffing, systems and/or processes. Or more detailed change management plans and roadmaps for major/transformational change.
Investigating Misconduct
Understanding key concepts and processes, including definition of ‘misconduct’, ‘procedural fairness’, ‘standard of proof’, ‘summary dismissal’, etc.
Deciding who should investigate allegations of misconduct and who will decide on any action to be taken in response to the investigation’s findings and conclusions. Also consider who can authorize access to sensitive records (e.g. email and internet use) and the possible suspension of employees under investigation.
Investigator needs to plan and manage the investigation in a fair and effective manner. What information to gather/record, who to talk to and when to do perform each step in the process. Interview witnesses before subject of allegations.
Potential sources of evidence: Witness statements, documents and other records, independent expert evidence (e.g. doctors), etc. Discounting hearsay evidence. Keeping an open mind about alleged conduct and looking for evidence that supports and/or refutes allegations.
Interview techniques such as the PEACE model of interviewing: Avoiding leading questions or influencing evidence.
Evaluating evidence and reaching reasonable conclusions: Applying the civil standard of proof (balance of probabilities) to any findings. Strength of evidence must be commensurate with the seriousness of alleged misconduct and possible disciplinary action.
Disability and misconduct – distinguishing between them in determining outcome.
Reporting the findings and conclusions of investigation.
Management action in response to investigation report:
Factors to be considered in deciding on action if misconduct is found to have occurred. (Punishment must fit the crime, strength of required evidence depends on seriousness of penalty, take account of mitigating factors, e.g. admission/cooperation, consider all options, etc)
Communicating the investigation outcome and any proposed management action to the employee, who is the subject of the allegations.
Considering the employee’s response before making a final decision regarding management action.
Responding to and resolving possible claims of unfair dismissal.
(Check CBC3 on Toshiba device for reference material)
Case study:
· Analyse scenario – Who, what, where, when and why?
· Develop an investigation plan.