Gaining Productivity Through the Effective Use of Assessment Data in the Onboarding Process
This presentation will discuss the various uses of selection data on competencies, experiences, knowledge and personal attributes to get new employees to higher levels of productivity faster. This session will detail methods to improve the transition into new roles with new managers in these areas:
- Performance management expectation.
- Developmental planning.
- Marching strengths with assignments.
- Best management practices based on the employee profile.
- Strategies for increased job satisfaction and retention.
Speaker
Bob Rogers
President
Development Dimensions International
In the late 1970s, Bob Rogers directed the Washington, D.C. office of Development Dimensions International (DDI). His responsibilities in this office, which served the federal section, involved assessment and leadership consulting. His extensive consulting work included executive assessment and development projects for the Federal Trade Commission, the Department of Housing and Urban Development, the Department of Health and Human Services (formerly the Department of Health, Education, and Welfare), the Department of Education, the Department of Agriculture, and the National Credit Union, among many others.
One of Mr. Rogers’ most significant projects was for the U.S. Equal Employment Opportunity Commission (EEOC). Following the Office of Personnel Management’s uniform guidelines and procedures, he helped to design a comprehensive program for selecting regional directors for the EEOC’s major field offices. He directed the assessment of more than 100 candidates and trained top-level executives in evaluating candidates’ experiences and accomplishments based on specific, job-related criteria.
In 1982 Mr. Rogers became senior vice president of DDI’s Regional Operations and has since led the organization from a $7 million company to one that currently grosses more than $100 million. Promoted in 1990 to chief operating officer, Mr. Rogers has led DDI through an organizational transformation—from being product driven, to sales driven, to customer and market driven. In addition to managing DDI’s strategic direction, he also has led a cultural transformation within the company, aligning its internal culture with customer focus, teamwork, innovation, and high involvement.
Since holding a senior leadership position, Mr. Rogers continues to consult with senior executives in client organizations in the areas of executive assessment, performance management, organizational change, and leadership development. These organizations include numerous Fortune 500 companies, including General Motors, BMW, Toyota, Pfizer, Boehringer Ingelheim, Warner-Lambert, Gillette, Nestlé, Cadbury-Schweppes, Kemper Insurance, ICI Industrial Chemicals, Citibank, Georgia-Pacific, and Allstate Insurance.
Mr. Rogers’ approach to organizational performance is to take a nonacademic, practical view of what works and what doesn’t. He believes all employees need to have ownership of their jobs, clear accountability, meaningful work, coaching and feedback, and an occasional pat on the back. He also feels that all leaders must manage the “whats” and the “hows,” build trust, create a bias for action, and believe in their people.