1 / 23

Talent management: Incorporating well-being

Talent management: Incorporating well-being. Ivan Robertson. Talent management. Attracting candidates Short-listing and selecting candidates Developing and sustaining high performance Managing career transitions - promotion - retraining - redundancy - retirement.

glenda
Télécharger la présentation

Talent management: Incorporating well-being

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Talent management: Incorporating well-being Ivan Robertson

  2. Talent management Attracting candidates Short-listing and selecting candidates Developing and sustaining high performance Managing career transitions - promotion - retraining - redundancy - retirement

  3. Assessment:Current approaches PsychometricsAbility tests, e.g. verbal, numerical, spatial, general mental abilityPersonality assessment InterviewsStructured, e.g. behavioural, situational“Psychological” Biodata Work samples Situational judgement Assessment centres (including work samples, situational, psychometrics and interviews)

  4. How do we know if an assessment method is any good? Reliability & Validity ReliabilityDoes the method produce reliable scores for a candidate?Inter-raterTest-re-testInternal consistency

  5. How do we know if an assessment method is any good? Reliability & ValidityValidityDoes it measure what it is supposed to?- Content validity- Construct validity- Criterion validity – does it predict work performance?

  6. How do we know if an assessment method is any good? Criterion-related validity

  7. Current approaches to assessment: The “Champions League”

  8. Current approaches to assessment Focus on performance & competencies – not well-beingMaximal performance … not, sustainable (typical)Performance … not performance under pressureCan someone do it … not, will they flourish?

  9. Why well-being matters People higher on psychological well-being Show greater flexibility and originality Respond better to unfavourable feedback Make more positive judgements about others Show higher levels of “Engagement” Are more productive Are likely to live longer … be sick less often … and have happier work and home life *Lyubomirsky, King & Diener, 2005

  10. Why well-being matters Boorman review (2009)*Health & well-being related to: MRSA, Patient satisfaction, Agency spend Harter, Schmidt and Keyes (2003) Nearly 8,000 separate business units in 36 companies engagement/well-beingcorrelated with business unit performance (sickness-absence, customer satisfaction, productivity, employee turnover, etc…) www.nhshealthandwellbeing.org/FinalReport.html

  11. Why well-being matters Some studies: Donald et al., (2005) – almost a quarter (23%) of variance in employee productivity (sample of 16,000UK employees) is explained by:- Psychological well-being- Perceived commitment of organisation to employee- Resources and communications Cropanzano and Wright (1999) Five year longitudinal study of psychological well-being and performance. Strong correlation between well-being and work performance Taris & Schreurs (2009)Clientsatisfaction (66 organisations, r=.29) Ford et al., (2011)Overall performance (111 organisations, total sample 10,000+, r=.40)

  12. Pressure, performance & well-being Demands Control Support Johnson & Hall, 1988; De Lange et al., 2003; O’Driscoll & Brough, 2010

  13. The “6 essential” sources of pressure • Resources and communication (Pressure from lack of resources or information) • Control and autonomy (Limitations on how the job is done or freedom to make decisions) • Balanced workload (Peaks and troughs in workload, difficult deadlines, unsocial hours, work life balance challenges) • Job security & change (Pressure from change and uncertainty about the future) • Work relationships (High pressure relationships with colleagues, customers, bosses) • Job conditions (Pressure from working conditions or pay and benefits)

  14. Resources and Communication Psychological well-being & coping behaviour Control Work Relationships Sustainable performance Balanced workload Job Security & Change Job conditions

  15. Assessment for performance AND well-being Sources of pressure differ for different jobsA Job “pressure profile” People differ in how well they can cope with different sources of pressureA Person “pressure profile”

  16. Profiling the job Source of pressure in the job 6…………………………………….1 Job profile Resources and Communication Control Work Relationships Balanced workload Job Security and Change Job Conditions

  17. Profiling the job Troubled by this 1…………………………………….6 Person profile Resources and Communication Control Work Relationships Balanced workload Job Security and Change Job Conditions

  18. Profiling the job Person profile Resources and Communication Control Work Relationships Balanced workload Job Security and Change Job Conditions Job profile Resources and Communication Control Work Relationships Balanced workload Job Security and Change Job Conditions

  19. Comparing the job and the person Job profile Resources and Communication Control Work Relationships Balanced workload Job Security and Change Job Conditions Person profile Resources and Communication Control Work Relationships Balanced workload Job Security and Change Job Conditions “Matching” Score Score indicates if person is likely to “flourish” or be “troubled” in the role

  20. ASSET Selection Tool The selection tool is based on the valid and reliable ASSET ‘6 Essentials’ Model Two part matching process: • Profile the pressures associated with a role • Measure a candidate’s ability to cope with these pressures

  21. ASSET Selection Tool Report includes a matching profile and overall matching score

  22. Collaboration to develop tool Requirements of collaborating organisations Identify individual roles where there are reasonably large numbers of employees (more than 10 – larger numbers are even better). Job holders complete two short questionnaires Supervisors of the job holders complete a short performance evaluation questionnaire for each job holder included in the study. Job experts complete a short questionnaire to provide information about each of the specific roles included in the research.

  23. Collaboration to develop tool Expected outcomes A new, simple tool that can be used to help ensure that recruits are better able to withstand the pressures in a job. Information for collaborating organisations that gives them insights into the “pressure profile” of each of the jobs that are included in the research. An executive report summarising the work done and the main outcomes. Preferential access to the tool for collaborating organisations.

More Related