Customer Testimonials
The technology sales division of an international manufacturing company recently found themselves in the position of redefining their role to better meet the organization’s business and sales objectives. Painfully, HR had derived the original job’s competency model in a time-intensive, burdensome process. They now needed to revise and improve this model, and do it quickly. They also wanted to improve the selection process by adding good psychometric tools, and clearly linking selection decisions to the new model. Likewise, they wanted similar tools to help current jobholders develop to the new model.
Armed with our competency library and structured process, our consultants gathered the experts -- job incumbents and supervisors -- to build the new model. Within a week, the model was developed and communicated throughout the organization. Immediately, they were able to use model-specific assessment tools to employ new people and to reorient current jobholders. For their hiring needs, the organization uses the web-based Assess® expert system to measure personality and ability factors that can help or hinder a candidate’s ability to display the desired competencies. This assessment is integrated into a complete selection process including good competency-based interviews. For development purposes, current and future jobholders will receive assessment feedback on how their innate characteristics may influence their job performance under the new model. This feedback is enriched with extensive development resources, a web-based, on-demand 360 feedback system and a development planning resource website.
Sales Manager of the Technology Sales Team
In late 2004, Bigby-Havis Associates provided our Leadership Team with summary results of Assess® 360-degree feedback for 23 participants in a Leadership Development Program. The results indicated the competencies most in need of development were:
- Influencing others
- Strategic thinking
- Continuous improvement
We then selected eight of the 23 participants in that program to be on a "Need for Speed Team" and assigned an external coach to guide them. Their objective was to make actionable recommendations to the Leadership Team within four months on how our business could make speed a competitive strength. The team determined who to interview, developed nine questions, and then held interviews with all those selected for interviews.
After reviewing our business strategy for 2005, they then analyzed the results and came up with the top five findings. Based on those findings, they came up with five actionable recommendations. Three of the eight team members were selected to make the presentation. They were given four hours of executive presentation skills coaching by an outside consultant.
The three presenters delivered a crisp presentation to the Leadership Team four months later. Four of the five recommendations were approved and the Vice President requested they return the following month with more details on implementing their recommendations. He also had them communicate the approved recommendations at a monthly communications meeting attended by all employees.
These experiences gave the team members some good visibility and helped them develop the skills needed:
- They learned how to influence the Leadership Team
- They linked their recommendations to our strategy so they got exposure to strategic thinking
- They made recommendations to significantly improve processes so speed could become a competitive strength in our business
