May 2009 Copyright © 2009 Pario HR Solutions Ltd [email protected] New Rules for...

May 2009 Copyright © 2009 Pario HR Solutions Ltd [email protected]

New Rules for Leadership Profiling, Competencies & 360° Feedback

Preparing for the Future

David Sharpley Chartered Occupational Psychologist

Director, Pario HR Solutions LtdTel: 0044 (0)1494 867 237


Pario HR Solutions

Secure, online delivery of advanced organizational surveys to measure employee engagement and psychological well-being

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Innovative 360° feedback, tailored to client requirements

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Questionnaires to support competency & strength assessment

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Associates have access to their own “Control Centre” to administer questionnaires, view completion status and generate reports

http://images.google.co.uk/imgres?imgurl=http://www.spsu.edu/cccenter/career/survey2.jpg&imgrefurl=http://www.spsu.edu/cccenter/career/SurveyNData.htm&h=281&w=360&sz=42&hl=en&start=2&tbnid=eWOCm4nsQEYzUM:&tbnh=94&tbnw=121&prev=/images%3Fq%3Dsurveys%26gbv%3D2%26ndsp%3D20%26hl%3Den%26sa%3DN


Pario HR Solutions

Building on research relating to leadership and team effectiveness, following a ‘Mixed Methods’ Approach

Qualitative Interviews (Thematic Analysis) leading to online Quantitative Questionnaires

Delivery supported by Pario online 180 & 360° Feedback

(with design based on reliable, factored scales)



Pario HR Solutions

Reliable, factored scales

simple structure…. a bunch of balloons?

…we need distinct, separate factors



New Rules…

Questioning Assumptions

Generally, the traditional psychological focus

Is on the individual and intrinsic motivation

...but at work, we also need to recognise

the importance of extrinsic task motivation



New Rules…

Questioning Assumptions

In addition to understanding individual differences,

we need to consider the ‘enabling conditions’ that support…

psychological well-being

discretionary effort & employee engagement


The Performance Staircase

Increasing management capability

Performance

HR Process

Clarity of Contribution

Personal Capability

EnablingEnvironment

Motivation & Commitment

Typical performance ceiling

SuperiorPerformanceceiling

Once a year appraisal…………………..Periodic review………………………….Continual coaching

Superior performers produce +48% more than average performers

Companies with high employee commitment deliver +36% more shareholder value than those with low commitment


Leadership

New research suggests that ‘Authentic’ rather than ‘Transformational’ Leadership may best describe how to create the ‘enabling conditions’

contributing to psychological well-being, engagement and high productivity

However, the concept of Authentic Leadership is poorly understood.

It involves more than the usual pop headings…

‘Acting with integrity’‘Being Genuine’

‘Demonstrating Conviction’‘Living one’s Values’


Leadership in Practice

People want to have a sense of purpose

“Without a clearly articulated purpose, meaning is elusive. Leadership provides that articulation”

Goffee & Jones 2006

Authentic leaders are true to themselves and lead others by helping them achieve authenticity.

This requires a series of steps:


Leadership – How it Works

Transformational leaders are described as having a ‘compelling vision’ and overcoming individual self-interest by means of ‘charisma’

Authentic leaders follow specific steps linked to purposeful conversations that strengthen individual ownership of tasks.

UK research suggests that a ‘compelling vision’ and ‘chari$ma’ are not the vital ingredients of effective leadership at work


… How does this happen?

“… Setting good direction for a team means being authoritative and insistent about desired end states, but being equally insistent about not specifying how the team should go about achieving those end-states.”

Prof. Richard Hackman

- be clear about the end state…. and the standards expected

Then engage people in the process…


Organisations need a clear Vision

The Vision captures core purpose / values and directionshaping the activities of business units

Operational leaders apply this to add focus and consistency

But

Organizations need to make effective management behaviour explicit

+

Managers need feedback to develop into effective leaders


Getting a Focus on Leadership

Leadership is about gaining the commitment of followers to a shared purpose.

Prof. Avolio noted in 2007:

“most leadership research has considered the follower a passive or non-existent element when examining what constitutes leadership”.

Leadership is still defined in terms of personality factors.

The views of team members are only occasionally included.

360° feedback is rarely based on a reliable, validated set of competencies.


Challenging the Assumptions

Do your clients believe some or all of the following….

Competencies can be re-shaped at will

Competencies and 360° feedback are not psychometrics

Rules of reliability and validity do not apply!


What goes wrong with competencies?

There is often no reference to underlying theory and principles

The Core Requirement:

Clear Psychometric Factors + Differentiating Behaviour

Boyatzis (1982) “The Competent Manager”

Douglas Bray (1960-70s)

Henry Murray (1938)


Running a Competency Health Check

Competencies and associated statements of behaviour can be checked by running a 360 pilot study.

A sample of 25 managers each with around 10 respondents will give a sample sufficient to evaluate the psychometric properties of a typical

competency model.

The following example highlights the initial start point: A competency framework that has been subjectively developed and

structured at four levels

(This case study related to a UK local authority)


What goes wrong with competencies?

Example: Behaviours poorly defined & assumptions of four ‘levels’ of capability


Running a competency health check

In this study:

360 ratings from 230 ‘secondary respondents’

Initial set of 8 competencies and 110 statements (see previous slides)

This reduces to 6 factors and 43 statements

The 360 factored scales achieve Alpha coefficients of 0.8 and above on 4 of the 6 scales

Note: There was no support for the ‘four level’ model initially proposed


Outcomes of the competency health check

The initial (subjective) view of the competency model is replaced by a reliable, coherent design…

Factor 1: ‘Setting Direction / Consulting with Others’ clarifying what is required to achieve a ‘strong base for action’

Factor 2: ‘Developing Capability’ and being Supportive of Others, creating a sense of meaning and purpose.

Factor 3: ‘Political / Organisational Awareness’.

Factor 4: ‘Achieving Positive Outcomes’ clarifying people’s roles, and providing feedback and support.

Factors 5 and 6: ‘Openness to Change’ (for practical purposes the two elements can be combined)


Defining Leadership with 360° Feedback

Clarify the role relationships:

The Pario 360 ‘health check’ provides the opportunity to identify:

Generic Statements for all respondents

or

Statements designed for specific groups of respondents(so competencies are more related to context)


Defining Leadership with 360° Feedback

Clarify the role relationships:

External Stakeholders

Customers

Immediate Manager

Direct Reports

Colleagues


So what goes wrong….?

Feedback from a recent Pario Employee Engagement Surveyhighlights how dysfunctional environments undermine commitment


Staff are under pressure …. just acknowledge the situation and say THANK YOU and find out how the member of staff feels.

I do not think staff are valued within the workplace

The lack of motivation of some of the team members…. who continually get away with half hearted efforts.

I get frustrated at being marginalised at work by my immediate manager and unhappy and stifled that my experience and abilities are not being

acknowledged or utilised.

There is an inconsistency amongst managers/senior staff on how the targets are achieved


Motivation is linked to purposeful activity

We want to feel our contribution is recognised and that we are valued

We need clarity of direction and understanding of how our work fits (as part of the bigger picture)

Conclusions:

Organisations need access to reliable metrics

Managers need feedback to develop (and become accountable)

Purposeful conversations help increase motivation!


Pario HR Solutions ~ we welcome inquiries relating to:

360 pilot studies / competency health checks

(these typically require 20 – 25 managers + their respondents)

Leadership Profiling / development programmes

&

Partnership with Associates who would like to use the online system

Contact David Sharpley

(tel: 0044 (0)1494 867237)

May 2009 Copyright © 2009 Pario HR Solutions Ltd [email protected] New Rules for...

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Transcript of May 2009 Copyright © 2009 Pario HR Solutions Ltd [email protected] New Rules for...