SYSTEM AND METHOD FOR PRE- AND POST-HIRING LEADERSHIP DEVELOPMENT
20190130512 ยท 2019-05-02
Inventors
Cpc classification
H04L67/00
ELECTRICITY
International classification
G06Q10/06
PHYSICS
Abstract
A method for pre-hiring and post-hiring leadership development is performed by computing devices. A Software as a Service (SaaS) delivery model is used in which software is licensed on a subscription basis and is centrally hosted in the Internet Cloud or on a server. Organizational account login types and permissions are assigned corresponding to function. The login types include Super-users or Leads, Supervisors, Employees, and Affiliates. The software guides the login types through a process of leadership development activities, including creating, maintaining, storing, and viewing, on a computer, data that includes positions. The process also assesses the positions using numerical weighting preferences to create corresponding Competency Models and/or Culture Fit Models. The process also assesses candidates using evaluative criteria derived from the Competency Models and/or Culture Fit Models. Individual subscribers may utilize the system to create candidate and/or employee profiles, set self-improvement goals, and receive feedback, depending upon their status.
Claims
1. A method for pre-hiring and post-hiring leadership development performed by one or more computing devices, comprising the steps of: providing a Software as a Service (SaaS) delivery model in which software is licensed on a subscription basis and is centrally hosted at least one of in the Internet Cloud and on a server; controlling access to at least one free or fee-based deliverable; assigning at least one organizational account login type corresponding to function, comprising at least one permission assignment, wherein the at least one organizational account login type comprises Super-users or Leads, Supervisors, Employees, and Affiliates; the software guiding the at least one organizational account login type, according to function and permission assignment, through a process of pre-hiring and post-hiring leadership development activities, comprising: creating, maintaining, storing, and viewing, in a computer-readable medium, data that comprises positions; assessing the positions using numerical weighting preferences to create, maintain, store, and view in the computer-readable medium data that comprises corresponding Competency Models and/or Culture Fit Models; and assessing candidates using evaluative criteria derived from the Competency Models and/or Culture Fit Models.
2. The method of claim 1, wherein: the Competency Model comprises at least one of Job Details Competency, Essential Functions Competency, Knowledge Competency, General Competency, Skills Competency, Traits Competency, and Values Competency.
3. The method of claim 1, wherein: the numerical weighting preferences being entered using at least one slider mechanism.
4. The method of claim 1, wherein: the permission assignment providing the Super-users or Leads the ability, guided by the software and using the one or more computing devices, to: create, maintain, store, and view, in the computer-readable medium, data that comprises candidate and/or Employee profiles, job positions, and/or position competency models; administer interviews and/or references, and create, maintain, store, and view, in the computer-readable medium, data that comprises interview and/or reference results; order pre-employment and/or post-employment tests, create, maintain, store, and view, in the computer-readable medium, data that comprises testing results, and forward test reports; participate with hiring managers and/or selection committees in making hiring decisions, and then create, maintain, store, and view, in the computer-readable medium, data that comprises updated employment statuses and assignment of employees to supervisors and teams; create and maintain supervisor and/or employee access to the software and to the data; and assign coaching engagements, and oversee performance management tracking and/or reporting to management.
5. The method of claim 4, wherein: the permission assignment providing the Supervisors the ability, guided by the software and using the one or more computing devices, to: collaborate to create, maintain, store, and view, in the computer-readable medium, data that comprises a competency model; view data stored in the computer-readable medium that comprises Candidate analysis reports; collaborate with their Supervisors to create, maintain, store, and view, in the computer-readable medium, data that comprises Action Plans with alignment and/or leadership accountabilities; provide status updates on personal accountabilities; collaborate with team members to create, maintain, store, and view, in the computer-readable medium, data that comprises shared objectives; delegate alignment and/or leadership accountabilities with direct-reports; administer performance management of direct-reports; request surveys to gather continuous performance feedback; schedule and/or facilitate periodic one-on-one check-ins with direct-reports; collaborate with direct-reports to create, maintain, store, and view, in the computer-readable medium, data that comprises alignment and/or leadership objectives; and provide observational feedback to direct-reports via online surveys and/or responses, request coaching support, and/or document performance management activities.
6. The method of claim 5, wherein: the permission assignment providing the Employees the ability, guided by the software and using the one or more computing devices, to: collaborate with their Supervisor or Supervisors to create, maintain, store, and view, in the computer-readable medium, data that comprises Action Plans with alignment and/or leadership accountabilities; provide status updates on personal accountabilities; collaborate with team members to create, maintain, store, and view, in the computer-readable medium, data that comprises shared objectives; respond to survey invitations; participate in periodic one-on-one check-ins with their supervisor or supervisors; and utilize coaching resources through an application or through a portal.
7. The method of claim 6, wherein: the permission assignment providing the Affiliates the ability, guided by the software and using the one or more computing devices, to: collaborate with Super-users, Leads, and/or Supervisors to create, maintain, store, and view, in the computer-readable medium, data that comprises Employee and/or Candidate profiles and position competency models; create, maintain, store, and view, in the computer-readable medium, data that comprises build assessment batteries; set pricing, administer testing, integrate test results, and/or analyze and write assessment reports; provide interactive report feedback to Super-users, Supervisors, and/or selection committees using encrypted tele-meeting technologies embedded in the software; create, maintain, store, and view, in a computer-readable medium, data that comprises Coaching assessment reports; schedule and/or host online coaching meetings with Employees in response to requests for leadership coaching using the encrypted tele-meeting technologies embedded in the software; interact with Supervisors and Employees to review feedback, set developmental objectives, deliver coaching interventions via remote connection or the application; and provide feedback to Super-users and/or Supervisors about Employee performance.
8. The method of claim 7, wherein: the permission assignment providing Affiliates who are also Therapists the ability, guided by the software and using the one or more computing devices, to: remotely administer clinical assessments; interact with Clients during sessions via an encrypted tele-therapy connection embedded in the software; create, maintain, store, and view, in a computer-readable medium, data that comprises session summaries, collaboratively created treatment goals, and Action Plans; and provide psycho-educational resources, monitor symptom improvement, and/or track progress of Clients who elect to use the application.
9. The method of claim 8, wherein: the permission assignment providing Therapy Clients the ability, guided by the software and using the one or more computing devices, to: use online psycho-educational resources; remotely connect with a Therapist by way of the encrypted tele-therapy connection embedded in the software or in the application; and view session summaries, complete homework assignments, track symptom improvement, and/or provide status updates.
10. The method of claim 9, wherein: the permission assignment providing individual free subscribers the ability, guided by the software and using the one or more computing devices, to: create, maintain, store, and view, in the computer-readable medium, data that comprises candidate and/or employee profiles; set basic self-improvement goals; and invite others to provide support and feedback regarding their efforts; and the permission assignment providing individual paid subscribers the ability, guided by the software and using the one or more computing devices, to: create, maintain, store, and view, in the computer-readable medium, data that comprises candidate and/or employee profiles; invite others to provide perceptions regarding their efforts; create, maintain, store, and view, in the computer-readable medium, data that comprises Action Plans with personalized self-improvement goals; to invite Followers to provide real-time accountability and/or support feedback; and engage with Affiliates to receive online coaching around their selected developmental objectives.
11. One or more non-transitory computer-readable media storing instructions which, when executed on one or more computing devices, cause the one or more computing devices to perform: access control to at least one free or fee-based deliverable; assignment of at least one organizational account login type corresponding to function, comprising at least one permission assignment, wherein the at least one organizational account login type comprises Super-users or Leads, Supervisors, Employees, and Affiliates; guidance of the at least one organizational account login type, according to function and permission assignment, through a process of pre-hiring and post-hiring leadership development activities, comprising: creating, maintaining, storing, and viewing, in a computer-readable medium, data that comprises positions; assessing the positions using numerical weighting preferences to create, maintain, store, and view in the computer-readable medium data that comprises corresponding Competency Models and/or Culture Fit Models; and assessing candidates using evaluative criteria derived from the Competency Models and/or Culture Fit Models.
12. The one or more non-transitory computer-readable media storing instructions of claim 11, wherein: the Competency Model comprises at least one of Job Details Competency, Essential Functions Competency, Knowledge Competency, General Competency, Skills Competency, Traits Competency, and Values Competency.
13. The one or more non-transitory computer-readable media storing instructions of claim 11, wherein: the numerical weighting preferences being entered using at least one slider mechanism.
14. The one or more non-transitory computer-readable media storing instructions of claim 11, wherein: the permission assignment providing the Super-users or Leads the ability, as guided by the software and using the one or more computing devices, to: create, maintain, store, and view, in the computer-readable medium, data that comprises candidate and/or Employee profiles, job positions, and/or position competency models; administer interviews and/or references, and create, maintain, store, and view, in the computer-readable medium, data that comprises interview and/or reference results; order pre-employment and/or post-employment tests, create, maintain, store, and view, in the computer-readable medium, data that comprises testing results, and forward test reports; participate with hiring managers and/or selection committees in making hiring decisions, and then create, maintain, store, and view, in the computer-readable medium, data that comprises updated employment statuses and assignment of employees to supervisors and teams; create and maintain supervisor and/or employee access to the software and to the data; and assign coaching engagements, and oversee performance management tracking and/or reporting to management.
15. The one or more non-transitory computer-readable media storing instructions of claim 14, wherein: the permission assignment providing the Supervisors the ability, as guided by the software and using the one or more computing devices, to: collaborate to create, maintain, store, and view, in the computer-readable medium, data that comprises a competency model; view data stored in the computer-readable medium that comprises Candidate analysis reports; collaborate with their Supervisors to create, maintain, store, and view, in the computer-readable medium, data that comprises Action Plans with alignment and/or leadership accountabilities; provide status updates on personal accountabilities; collaborate with team members o create, maintain, store, and view, in the computer-readable medium, data that comprises shared objectives; delegate alignment and/or leadership accountabilities with direct-reports; administer performance management of direct-reports; request surveys to gather continuous performance feedback; schedule and/or facilitate periodic one-on-one check-ins with direct-reports; collaborate with direct-reports to create, maintain, store, and view, in the computer-readable medium, data that comprises alignment and/or leadership objectives; and provide observational feedback to direct-reports via online surveys and/or responses, request coaching support, and/or document performance management activities.
16. The one or more non-transitory computer-readable media storing instructions of claim 15, wherein: the permission assignment providing the Employees the ability, as guided by the software and using the one or more computing devices, to: collaborate with their Supervisor or Supervisors to create, maintain, store, and view, in the computer-readable medium, data that comprises Action Plans with alignment and/or leadership accountabilities; provide status updates on personal accountabilities; collaborate with team members to create, maintain, store, and view, in the computer-readable medium, data that comprises shared objectives; respond to survey invitations; participate in periodic one-on-one check-ins with their supervisor or supervisors; and utilize coaching resources through an application or through a portal.
17. The one or more non-transitory computer-readable media storing instructions of claim 16, wherein: the permission assignment providing the Affiliates the ability, as guided by the software and using the one or more computing devices, to: collaborate with Super-users, Leads, and/or Supervisors to create, maintain, store, and view, in the computer-readable medium, data that comprises Employee and/or Candidate profiles and position competency models; create, maintain, store, and view, in the computer-readable medium, data that comprises build assessment batteries; set pricing, administer testing, integrate test results, and/or analyze and write assessment reports; provide interactive report feedback to Super-users, Supervisors, and/or selection committees using encrypted tele-meeting technologies embedded in the software; create, maintain, store, and view, in a computer-readable medium, data that comprises Coaching assessment reports; schedule and/or host online coaching meetings with Employees in response to requests for leadership coaching using the encrypted tele-meeting technologies embedded in the software; interact with Supervisors and Employees to review feedback, set developmental objectives, deliver coaching interventions via remote connection or the application; and provide feedback to Super-users and/or Supervisors about Employee performance.
18. The one or more non-transitory computer-readable media storing instructions of claim 17, wherein: the permission assignment providing Affiliates who are also Therapists the ability, as guided by the software and using the one or more computing devices, to: remotely administer clinical assessments; interact with Clients during sessions via an encrypted tele-therapy connection embedded in the software; create, maintain, store, and view, in a computer-readable medium, data that comprises session summaries, collaboratively created treatment goals, and Action Plans; and provide psycho-educational resources, monitor symptom improvement, and/or track progress of Clients who elect to use the application.
19. The one or more non-transitory computer-readable media storing instructions of claim 18, wherein: the permission assignment providing Therapy Clients the ability, as guided by the software and using the one or more computing devices, to: use online psycho-educational resources; remotely connect with a Therapist by way of the encrypted tele-therapy connection embedded in the software or in the application; and view session summaries, complete homework assignments, track symptom improvement, and/or provide status updates.
20. The one or more non-transitory computer-readable media storing instructions of claim 19, wherein: the permission assignment providing individual free subscribers the ability, as guided by the software and using the one or more computing devices, to: create, maintain, store, and view, in the computer-readable medium, data that comprises candidate and/or employee profiles; set basic self-improvement goals; and invite others to provide support and feedback regarding their efforts; and the permission assignment providing individual paid subscribers the ability, as guided by the software and using the one or more computing devices, to: create, maintain, store, and view, in the computer-readable medium, data that comprises candidate and/or employee profiles; invite others to provide perceptions regarding their efforts; create, maintain, store, and view, in the computer-readable medium, data that comprises Action Plans with personalized self-improvement goals; to invite Followers to provide real-time accountability and/or support feedback; and engage with Affiliates to receive online coaching around their selected developmental objectives.
Description
DESCRIPTION OF THE DRAWINGS
[0012] The above-mentioned and other features of embodiments of the system and method for pre-hiring and post-hiring leadership development that provides human resource professionals, hiring managers, supervisors, and employees access to pre-employment assessment, post-employment assessment, leadership development, and executive coaching products and services, and the manner of their working, will become more apparent and will be better understood by reference to the following description of embodiments of the system and method for pre-hiring and post-hiring leadership development taken in conjunction with the accompanying drawings, wherein:
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[0063] Corresponding reference numbers indicate corresponding parts throughout the several views. The exemplifications set out herein illustrate embodiments of the system and method for pre-hiring and post-hiring leadership development, and such exemplifications are not to be construed as limiting the scope of the claims in any manner.
DETAILED DESCRIPTION
Unique Algorithms of Aspire's Pre-Employment Functions
A. Competency Modeling Process for Organizational Users
[0064] Turning now to
[0065] As shown in the position creation window (402) in
[0066] As shown in the position creation window (402) in
[0067] As shown in
[0068] As shown in
[0075] Similarly, and in the same format, the Skill domain tab (424D) may include: [0076] a. Judgment and Decision Making, or considering the relative costs and benefits of potential actions to choose the most appropriate one; [0077] b. Complex Problem Solving, or Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions; [0078] c. Critical Thinking, or Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems; and/or [0079] d. Social Perceptiveness, or Being aware of others' reactions and understanding why they react as they do.
[0080] Similarly, and in the same format, the Ability domain tab (424E) may include: [0081] a. Oral Comprehension, or the ability to listen to and understand information and ideas presented through spoken words and sentences; [0082] b. Oral Expression, or the ability to communicate information and ideas in speaking so others will understand; [0083] c. Written Comprehension, or the ability to read and understand information and ideas presented in writing; [0084] d. Deductive Reasoning, or the ability to apply general rules to specific problems to produce answers that make sense; [0085] e. Written Expression, or the ability to communicate information and ideas in writing so others will understand; and/or [0086] f. Inductive Reasoning, or the ability to combine pieces of information to form general rules or conclusions (includes finding a relationship among seemingly unrelated events).
[0087] The system and method (10, 20) directs Users to pay special attention to the Essential Functions domain tab (424A), the Competency domain tab (424C), and the Culture Fit domain tab (424F). The Aspire Platform (100) utilizes Job specifications (422) and numerical user preferences (418) on these tabs in assessment analysis activities, as well as in performance management and development initiatives. Within the CM for the designated position, the Aspire Platform (100) Competency domain tab (424C) allows Users to translate Work Activities from the external database into one of twenty Competencies. The system and method (10, 20) maps these competencies to testing instruments. When a Candidate achieves elevated scores on scales mapped to unique Competencies, that Candidate's competency score also becomes elevated. The Candidate's Overall Competency score is a weighted average of all selected competencies in the CM, based on weighted preferences indicated when the CM is finalized in step 4 of creating a position (414). The Competency Mapping Algorithm will be discussed hereinafter.
[0088] The Culture Fit domain tab (424F) of the system and method (10, 20) allows users to describe the specific personality characteristics (432) and value drivers (434) that they believe would enable a prospective employee to be a good fit to the team or organizational culture. The system and method (10, 20) sets individual categories to match specific scales on tests used to assess these domains. Throughout all CM activities, P2C Affiliates guide Users in the use of the CM tool, preventing careless or intentional skewing of numerical user preferences. The Culture Fit domain tab (424F) may therefore include: [0089] a. Warmth, or outgoing, attentive, easy-going, participating; [0090] b. Abstract Reasoning, or bright, fast learning, high scholastic capacity; [0091] c. Emotional Stability, or adaptive, mature, faces reality calmly, resilient; [0092] d. Dominance, or forceful, aggressive, competitive, stubborn; and/or [0093] e. Social Boldness, or venturesome, thick-skinned, uninhibited.
[0094] Step 3 of creating a position (412) asks the user to conduct a Job Analysis of Essential Functions by inviting SMEs who are familiar with the position to provide preferences on the Job Essential Functions domain, the Competency domain, and the Culture Fit domain. Because Skills, Knowledge, and Abilities are embedded within the Competency domain of the system and method (10, 20), they are included in the CM for information purposes only and not used to perform subsequent calculations during assessment analyses. SMEs are invited via email, wherein the SME's are given specific instructions on how to move the slider mechanisms (420) to register their SME numerical preferences (436) (not shown). When all SMEs have completed registering their SME numerical preferences (436), the User can see their individual weightings and move their slider mechanisms (420) to the desired level, as shown in
[0095] An exemplary Competency Model (438) may, therefore, include the following information:
TABLE-US-00001 Job Details (438A) Job Title Chief of Staff Position Description The Chief of Staff reports to the Chief Executive Officer (CEO) and supports the CEO by working effectively with internal and external stakeholders, including management, the Board of Directors and community partners to meet the goals of the organization. The Chief of Staff will provide oversight and guidance on projects of the highest importance to ensure results that are satisfactory to the CEO. The person in this position must act with the utmost confidentiality, and must be highly resourceful, flexible, and self-motivated to proactively manage tasks on behalf of the CEO. Department Name Administration Department Size 1-10 Organization Name CHOC Organization Size 1-10 Industry Medical/Health Job Level Executive/(CEO, President, COO, CFO, VP) Reports To CEO #No of Direct Reports 0
TABLE-US-00002 Essential Functions (438B) Name Description Weight Meetings Assist the CEO in preparation and facilitation of key 75 meetings by completing preparatory work, creating an agenda, and being accountable for ensuring that the meeting objectives are realistic and appropriate Meet with senior executives and others in advance of meetings to ensure that the CEO's time is leveraged most effectively in meetings Attend meetings on behalf of the CEO, capture major take- aways, meetings and report back key information. Work with the executive team to ensure follow-up. Work with the CEO's executive assistant to schedule appropriately and ensure timely communication to participants and Board committees Assist the CEO with executing the strategic direction of the Board of Directors thoughtful planning of the Board agenda and coordination of presentations from the executive team Prepare background information, as needed, on meeting participants. Projects Support the CEO and the organization's senior leaders in 73 carrying out key organization functions and advancing identified initiatives by leading process and logistics management with coordination of agendas, coordination of key decisions and action items, and identification of any potential roadblocks or issues Create milestones and track progress to ensure the commitments are completely timely Offer resources where necessary to ensure completion of projects which are high priority to the CEO Ensure alignment among stakeholders and executives, and inform the CEO when alignment is absent. Recommend mitigation approaches where appropriate Independently manage or lead projects, as assigned by the CEO, in support of strategic objectives, with a focus on initiatives that are more discrete and temporal in nature within the organization. Communication Draft materials, communication, and speaking points for 72 the CEO, as requested. Researches issues (fact check) as needed to ensure that communications from the CEO are accurate and poignant Track upcoming events for the CEO and prepare, as appropriate, background information and pertinent notes As requested, represent the CEO at events outside of the organization Communicate the CEO's position, as directed, in meetings to help drive her priorities. Prepare follow-up correspondence for internal and external meetings, as directed by the CEO Support Board of Directors communications and process management, as directed by the CEO Facilitate the sharing of information between the enterprise's various structures and leadership groups. Issue Assist the CEO and the organization's senior leaders with 62 Identification identifying critical path items, maintaining consistent focus on the enterprise's highest priorities, synthesizing information to facilitate decision making, and managing the associated processes, logistics, and communications on such matters Be sufficiently knowledgeable in the operations of the enterprise to help troubleshoot issues which may arise Proactively identify issues and risks that could impact the successful execution of the CEO's commitments. Recommend mitigation approaches and troubleshoot as needed Confidentially engage in investigation and analysis of issues without alerting others Provide guidance and advice to the CEO and other executives as requested. Meeting Assist the CEO in preparation and facilitation 85 Preparation of key meetings by completing preparatory work, and creating an agenda, and being accountable for Planning ensuring that the meeting objectives are realistic and appropriate Meet with senior executives and others in advance of meetings to ensure that the CEO's time is leveraged most effectively in meetings Work with the CEO's executive assistant to schedule appropriately and ensure timely communication to participants and Board committees Assist the CEO with executing the strategic direction of the Board of Directors thoughtful planning of the Board agenda and coordination of presentations from the executive team Prepare background information, as needed, on meeting participants. Meeting Attend meetings on behalf of the CEO, capture major 65 Attendance take-aways, and report back key information. Work with the executive team to ensure follow-up. Coordination Support the CEO and the organization's senior leaders 75 in carrying out key organization functions and advancing identified initiatives by leading process and logistics management with coordination of agendas, coordination of key decisions and action items, and identification of any potential roadblocks or issues Resourcing Offer resources where necessary to ensure completion of 70 projects which are high priority to the CEO Tracking Create milestones and track progress to ensure the 75 and commitments are completely timely Reporting Ensure alignment among stakeholders and executives, Results and inform the CEO when alignment is absent. Recommend mitigation approaches where appropriate Internal Draft materials, communication, and speaking 85 Communication points for the CEO, as requested. Researches issues (fact check) as needed to ensure that communications from the CEO are accurate and poignant Track upcoming events for the CEO and prepare, as appropriate, background information and pertinent notes Communicate the CEO's position, as directed, in meetings to help drive her priorities. Prepare follow-up correspondence for internal meetings, as directed by the CEO Support Board of Directors communications and process management, as directed by the CEO Facilitate the sharing of information between the enterprise's various structures and leadership groups. External As requested, represent the CEO at events outside of the 60 Communication organization Communicate the CEO's position, as directed, in meetings to help drive her priorities. Prepare follow-up correspondence for external meetings, as directed by the CEO Managing Assist the CEO and the organization's senior leaders with 65 Information identifying critical path items, maintaining consistent focus on the enterprise's highest priorities, synthesizing information to facilitate decision making, and managing the associated processes, logistics, and communications on such matters Provide guidance and advice to the CEO and other executives as requested. Trouble- Proactively identify issues and risks that could impact the 60 shooting successful execution of the CEO's commitments. Recommend mitigation approaches and troubleshoot as needed Confidentially engage in investigation and analysis of issues without alerting others
TABLE-US-00003 Knowledge (438C) Name Description Weight Clerical Knowledge of administrative and clerical procedures and 81 systems such as word processing, managing files and records, stenography and transcription, designing forms, and other office procedures and terminology. Customer and Knowledge of principles and processes for providing 79 Personal customer and personal services. This includes customer Service needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. English Knowledge of the structure and content of the English 78 Language language including the meaning and spelling of words, rules of composition, and grammar. Administration Knowledge of business and management principles 72 and involved in strategic planning, resource allocation, human Management resources modeling, leadership technique, production methods, and coordination of people and resources. Personnel Knowledge of principles and procedures for personnel 65 and recruitment, selection, training, compensation Human and benefits, labor relations and negotiation, and Resources personnel information systems. Computers Knowledge of circuit boards, processors, chips, 64 and electronic equipment, and computer hardware and Electronics software, including applications and programming. Economics Knowledge of economic and accounting principles 64 and and practices, the financial markets, banking and the Accounting analysis and reporting of financial data. Mathematics Knowledge of arithmetic, algebra, geometry, calculus, 61 statistics, and their applications. Sales Knowledge of principles and methods for showing, 52 and promoting, and selling products or services. This includes Marketing marketing strategy and tactics, product demonstration, sales techniques, and sales control systems. Telecommunications Knowledge of transmission, broadcasting, switching, 46 control, and operation of telecommunications systems.
TABLE-US-00004 Competency (438D) Name Description Weight Clear Clear oral communicators speak clearly, fluently, respectfully, 50 Oral and professionally with clients, peers, and staff members. This Communication competency involves the ability to explain complicated issues and procedures simply and accurately. Whether presenting in meetings, conversing face-to-face, or communicating on the telephone, someone with this competency uses proper grammar and diction; verbal communications never reflect impatience, frustration or annoyance. Clear oral communicators present arguments that are articulate and logically structured, speak confidently to a range of situations, and adapt their style and pace to needs of the audience. Strong oral communicators also they make use of active listening skills, tune in to audience reactions, solicit feedback, exhibit curiosity, and respond without reactivity. Clear This competency involves an ability to write in an expressive 50 Written and engaging style while avoiding the use of overly technical Communication language. Written information is presented clearly and succinctly. Individuals with Clear Written Communication are able to effectively structure information in order to present logical and convincing arguments that address the objectives, context, and needs of their readers. Reliability This competency encompasses punctuality, conscientiousness, 50 and adherence or compliance to policies, rules, procedures, and legal regulations (e.g., health and safety, security, data protection, etc.) within the organization. An individual with this competency attends meetings on time, follows instructions without unnecessarily challenging authority, possesses a strong work ethic, and follows through on assigned tasks. He or she rarely misses appointments or fails to carry out assigned responsibilities, informing others in advance when unable to deliver expected outcomes. Drive Results Individuals who possess a Drive for Excellence 50 for maintain exceptional compliance and productivity Excellent standards in their own work as well as from others. This competency is reflected in the willingness to: a) accept or enthusiastically embrace difficult goals, b) be evaluated for the quality of individual's, teams, or organization's output, or c) to monitor the performance and output of others. Someone with this competency values achievement and accuracy, setting an example of high quality standards within the business. Integrity Individuals with integrity and respect for others uphold a high 50 and standard of fairness and ethics in everyday words and actions. Respect They are committed to telling the truth, keeping their for promises, standing up for what is right, and acting consistently Others with their principles, values, and beliefs. They have a sense of social responsibility and treat others from different backgrounds and cultures with respect. This competency enables someone to solicit and appreciate differing perceptions and opinions. He or she will express concern for the common good, promote equal opportunities, build diverse teams, encourage community and environmental responsibility, promote individual responsibility, empower others, and commit to others' development. Analytical This competency is concerned with applying an analytical 50 Problem approach to solving problems. A person with this competency Solving is able to look beyond surface issues, understand the historical context of a problem, and gather numerical and verbal information from multiple sources. This competency enables a person to work effectively with complicated, conflicting or ambiguous information because he or she knows how to break information into component parts, shift to identify patterns and relationships, question hidden assumptions, formulate working hypotheses, and develop alternative solutions in a timely manner. Individuals with this competency also derive satisfaction from helping others to solve problems. Cooperative Cooperative Teamwork is concerned with the capacity 50 Teamwork to build positive, trusting, respectful, and supportive working relationships, collaborating with others toward a common goal. Someone with this competency listens to and adapts to others' different work styles. He or she consults proactively with others and is not only willing to challenge others, but also recognizes their contributions and accepts their challenges as a way of getting the best results for the team. Support is provided on the practical and emotional level; active interest in others' opinions, ideas and wellbeing is conveyed. Cooperative Teamwork seeksto balance the strengths and weaknesses of the team. Team members are challenged to create and develop the best solutions through shared commitment to the team and its goals. Planning This competency includes prioritizing activities and 50 and assignments, setting and clarifying objectives, leveraging Organization resources, and establishing courses of actions for the self and others to ensure that work is completed effectively and efficiently. An individual with this competency is orderly and systematic in his or her approach. Plans and projects are prepared well in advance. He or she is productive and efficient with their time management and sets realistic milestones and timelines for tasks and projects. Additionally, he or she will monitor progress against identified objectives, anticipates the risks and consequences of decisions and actions, and prepares strategies to deal with potential problems and changes. Decision- Decision-making involves making quick, clear, and effective 50 Making decisions under time pressure. Competent decision makers take initiative, consider a range of viewpoints, make calculated risks, and exhibit resilience when a tough decision may go against the popular vote. Someone with this competency is able to balance the risks and benefits of various options and take responsibility for the outcomes of the decision and its impact. Effective decision-makers project confidence to sell others on the advantages of the decision. Influencing Influential people demonstrate confidence in their position. 50 Rather than relying on power and control strategies to advance their agendas, they effectively persuade, convince, and motivate others with logical and emotional appeals, often inspiring commitment and accountability throughout the organization. This competency enables an individual to side- step power struggles to win cooperation and support. Rather than becoming adversarial, an influencer is able to address key concerns, use positive change language, promote the new ideas (of their own or others), find common ground, gain agreement, and lead others to decide to adopt new opinions, positions, or behaviors. Influencers can balance the need for an immediate win with the requirement for long-term successful relationships. Influential people also make use of personal and professional networks to increase their opportunities to influence and are politically astute. Initiative Initiative involves generating activity to achieve. 50 An individualwith this competency proactively seeks challenging targets for themselves and their team or department. A person with initiative tolerates risk, overcomes pressures to conform, and chooses to act without needing to be motivated by others. He or she identifies problems and often implements plans to eliminate unnecessary actions and procedures, seeking answers to questions that enable solving a problem or completing a task, anticipating potential problems or difficult situation, and developing alternatives. An individual with initiative creates contingency plans when initial approaches fail, proposing innovative strategies for improving procedures or processes. Coping This competency is the process by which an individual 50 with consciously attempts to manage both internal and external Pressure stressors. Someone with this competency exhibits a positive attitude in the face of criticism and failure or during stressful situations. He or she is able to manage negative emotions while also remaining present and focused on challenging tasks or conflicts. Coping with Pressure permits an individual to take a solution-focused approach and to effectively mediate and resolve conflicts between others that might not otherwise involve him or her.
TABLE-US-00005 Skills (438E) Name Description Weight Speaking Talking to others to convey 75 information effectively. Active Giving full attention to what other 72 Listening people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Coordination Adjusting actions in relation to others' actions. 69 Reading Understanding written sentences and 66 Comprehension paragraphs in work related documents. Time Managing one's own time and the time 66 Management of others. Writing Communicating effectively in writing as 66 appropriate for the needs of the audience. Critical Using logic and reasoning to identify the 63 Thinking strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Negotiation Bringing others together and trying to 63 reconcile differences. Judgment and Considering the relative costs and benefits 60 Decision of potential actions Making to choose the most appropriate one. Management of Motivating, developing, and directing 60 Personnel people as they work, Resources identifying the best people for the job. Social Being aware of others' reactions and 60 Perceptiveness understanding why they react as they do. Monitoring Monitoring/Assessing performance of yourself, other individuals, or organizations to make 56 improvements or take corrective action.
TABLE-US-00006 Traits (438F) Name Description Weight Warmth Outgoing, attentive, easy-going, participating 70 Abstract Bright, fast learning, high scholastic capacity 91 Reasoning Emotional Adaptive, mature, faces reality calmly, resilient 91 Stability Dominance Forceful, aggressive, competitive, stubborn 47 Liveliness Animated, spontaneous, enthusiastic, expressive 62 Rule-Conscious Dutiful, conforming, rule-bound, inflexible 56 Social Boldness Venturesome, thick-skinned, uninhibited 68 Sensitivity Sentimental, tender-minded, intuitive, sensitive 58 Vigilance Suspicious, skeptical, wary, distrustful, cautious 39 Abstractedness Imaginative, innovative, absent-minded, 73 impractical Privateness Discreet, non-disclosing, polished, diplomatic 72 Apprehension Self-doubting, worried, insecure 16 Openness to Experimenting, liberal, analytical, critical, 86 Change flexible Self-Reliance Solitary, independent, individualistic, 82 self-sufficient Perfectionistic Organized, self-disciplined, precise, 81 detailed controlled Tension Tense, driven, high energy, impatient, urgent 68
TABLE-US-00007 Values (438G) Name Description Weight Artistic Creative, cultured experimenting, imaginative, 84 intuitive Collabora- Social, spontaneous, interactive, frequent contact 74 tive Altruism Sympathetic, advocates for justice, fairness, 76 idealism Work- Serious about work, attentive to financial details, 80 minded profit Play Expressive, changeable, dynamic, 68 entertaining, impulsive Achieve- Ambitious, strategic, aspiring, success-oriented 84 ment Recognition Values attention, affirmation, acknowledgement 61 Intellect Analytical, curious, scientific, technologist, 87 innovative Certainty Values security, risk-free environments, 30 dislikes change Tradition Procedural, common-sense, conservative, practical 57
[0096] As shown in
B. Electronic Interviews for Organizational Users
[0097] The selection process using the system and method (10, 20) may involve Applicant or Candidate interviews. As shown in
[0098] According to the system and method (10, 20), Interviewers receive electronic invitations to complete the interviews. The Interviewers can print out an Interview Rating Form or may interview the Candidate while entering the ratings directly into the Aspire platform (100). As shown in
C. Electronic Reference 360s for Organizational Users
[0099] Embodiments of the system and method (10, 20) may provide for electronically embedding data analysis reports prepared by external sources, such as contracted entities. As a non-limiting example, an organization may contract with a second organization to analyze job-related performance criteria ratings. Users may request electronic references through the Aspire platform (100), as shown in
D. Unique Approach to Assessment
[0100] Embodiments of the system and method (10, 20) provide access for Users to customize test batteries to assess only domains that are relevant to the selection decision. Test batteries according to the system and method (10, 20) are designed to enable P2C Affiliates and Users to draw valid inferences about factors that predict performance. Working together with a P2C Affiliate, Users customize and create assessment batteries within the system and method (10, 20) to assess Candidates across category domains associated with competency model criteria. Several Candidate assessment features may characterize embodiments of the system and method (10, 20).
[0101] A first Candidate assessment feature that may characterize an embodiment of the system and method (10, 20) is Multiple Tests. An assessment battery according to this embodiment may consists of a selected collection of robust tests from various publishers. The system and method (10, 20) therefore provides for the use of Multiple Tests to cross-validate findings. The online portal system or Aspire Platform (100) may allow a user to choose from in excess of four hundred tests. The system and method (10, 20) may further designate a subset of the tests as Featured Instruments. The Aspire Platform (100) may further map various scales on tests designated as Featured Instruments to CM criteria, which may further be included in customized test batteries.
[0102] A second Candidate assessment feature that may characterize an embodiment of the system and method (10, 20) is Integrated Summaries. Rather than providing a canned interpretation of test result reports, an embodiment of the system and method (10, 20) may include training P2C Affiliates to interpret and integrate findings. Reports may therefore include an Integrated Summary section wherein each instrument's test findings are cohesively interpreted and explained within the context of an employment position's essential functions. This embodiment of the system and method (10, 20) leverages the value of multiple instrument cross-validation.
[0103] A third Candidate assessment feature that may characterize an embodiment of the system and method (10, 20) is Dynamic Comparative Graph Reporting. Instead of providing static reports that run the risk of being seen by unauthorized personnel, the Aspire Platform (100) may publish all assessment reports via a secure electronic link. As a result, only individuals who are authorized to view the tests receive links. The Aspire Platform (100) may allow Users to limit the amount of time that invited viewers have access to the reports. Embodiments of the system and method (10, 20) using online links also enable the reports to display comparative data via dynamic graphs. The Aspire Platform (100) may allow Selection committee members or hiring managers to compare test results to organizational norms, industry norms, position norms, and/or present or past candidates, using drop-down selectors on various graphs, if the Selection committee members or hiring managers are so authorized. Permissions to view assessment data according to the system and method (10, 20) may be collaboratively managed by HR Super-Users and P2C Affiliates.
[0104] A fourth Candidate assessment feature that may characterize an embodiment of the system and method (10, 20) is Fit Analysis. Pre-employment assessment vendors frequently provide hire or do not hire recommendations, using cut score algorithms that have been statistically derived from lengthy and costly validation studies of current employees. This method of validation prevents companies from using pre-employment tests if there are too few people in that position, if it is a new position, or if there is not sufficient time or money to conduct initial validation studies. In contrast, embodiments of the present system and method (10, 20) may not make hiring recommendations. Selection reports produced by embodiments of the present system and method (10, 20) may instead identify differences or similarities between CM-driven selection preference criteria and test performance scores. Accordingly, the Integrated Summary section of the Candidate Analysis Report may inform Users and selection committees about their Candidate's Position Fit, for non-limiting example Essential Functions and Competency Alignment, as well as Culture Fit, for non-limiting example Personality and Value Alignment. This Candidate assessment feature allows clients to make informed decisions, based on a Candidate's strengths, such as where the Candidate is well aligned with CM preferences, and the Candidate's challenges, such as where they are misaligned with CM preferences.
[0105] A fifth Candidate assessment feature that may characterize an embodiment of the system and method (10, 20) is a Weighted Decision Algorithm Method. Rather than making hiring recommendations based on test performance alone, this embodiment of the system and method (10, 20) may incorporate data gathered from multiple sources. The Decision Algorithm section of the Candidate Analysis Report may permit Selection Committee members to assign desired weights to various data sources. For non-limiting example, Individual Interviews, Panel Interviews, Behavioral Observations, and/or Assessment Results may each be assigned varying weights. According to this embodiment, the Aspire Platform (100) may allow additional weight to be assigned to Subjective criteria, such as anticipated fit with the current team or future team. Each of these weightings then informs the weighted average calculation of the Candidate's final score. The final score of competing Candidates can then be consistently compared, using this embodiment of the system and method (10, 20), thereby reducing bias. The embodiment of the system and method (10, 20) utilizing the Weighted Decision Algorithm may also archive and document access to each Candidate's calculations as well as the results of their hiring decisions.
E. Test Administration
[0106] Similar to the way that the Aspire Platform (100) enables Human Resource Users, Super-users, and/or Leads to administer and manage interviews and Electronic Reference 360s, as discussed infra, when an HR User is ready to move forward with testing, the HR User logs in to the Aspire Platform (100) to initiate testing activities. As shown in
[0107] As shown in
[0108] When the P2C Affiliate sends test notification links to the Participant or Candidate, the designated recipient receives an email with instructions for taking the test using a password protected login (484) (not shown) to the Aspire Platform (100). As shown in
F. Assessment Report PreparationProduction and Integration Processes
[0109] According to the system and method (10, 20), P2C Affiliates may prepare assessment reports for HR Users and selection committees using the Aspire Platform (100). As shown in
[0110] Once all the test data is collected, the P2C Affiliate advances the report to the Integration phase. In this stage of the system and method (10, 20), as shown in
G. Alignment Analyses Calculations and Graphs
[0111] As mentioned previously, the Aspire Platform (100) calculates the degree to which a Candidate fits or is aligned with the criteria for the position identified in the CM process. As shown in
Culture AlignmentPersonality Alignment
[0112] As shown in
Culture AlignmentValues Alignment
[0113] In a similar way, the corresponding Value target scores (528) and Value actual scores (530) are shown, using Value scales (526) from the Hogan Motives Values Preferences Inventory (MVPI), as shown in
Competency Fit Analysis
[0114] As shown in
Alignment Summary
[0115] As shown in
H. The Weighted Decision Algorithm
[0116] As shown in
TABLE-US-00008 Hiring Decisions: Beware of Different Types of Psychological Bias! The difference between reality and perception is that people make decisions based on perception, not reality. This is particularly true when making hiring decisions. Reasoned Judgments involve common sense, are clear thinking, rule-governed, objective, and measured. In contrast, Intuitive Impressions are often rapid, automatic, effortless, rigid, and emotionally reactive. Intuitive impressions often involve cognitive bias, the tendency to make decisions or act in an illogical way that leads to missed opportunities and poor decision-making outcomes. Bias Description Example Stereotype Bias Basing decisions on snap- Hiring an Asian candidate for a math- judgment stereotypes across heavy position, believing individual will groups about people's excel in that role; selecting a male over competencies based on their a female for leadership position, even ethnicity, gender, or other after learning that there is no outcome dominant characteristic. differences between genders. Confirmation Bias Looking for or listening only to Becoming too heavily invested in a information that supports existing hypothesis and looking for ways to beliefs, rejecting data that go prove it, an interviewer forms a distinct against those beliefs. opinion about a candidate based on a piece of information such as their GPA or college they attended. Availability/ Overestimating the importance of Inadvertently manipulating or Effective information that is most readily interpreting test results, judging Heuristic available to us, interpreting results someone's job suitability by easily Bias based on the availability of certain obtained factors such as visible tattoos, data. personal body weight, or interview scores alone. Expectation Gravitating toward people who Allowing a candidate's good qualities or Anchor/Halo reflect ourselves, we at least the strengths we approve of, to Effect/Priming subconsciously associate one blur our perception of their positive trait to a sequence of weaknesses, generalizing their future traits or everything else strengths to other areas; hiring about that person, overlooking someone with whom we identify or their flaws. who seems similar to a previously successful candidate, not the job. Anchoring Bias/ Becoming over-reliant on the first Responding to pressure to make a Primacy Effect/ piece of information offered to quick decision, the hiring committee Conservatism establish a range of reasonable uses the first candidate as a yardstick Bias possibilities in each person's by which to measure future candidates. mind;; believing prior evidence more than new evidence. Recency The tendency to weigh the latest Tending to remember the strengths of Effect information more heavily than the candidate most recently older data. interviewed rather than the first several candidates. Overconfidence Placing too much faith in one's Taking greater risks in future hiring Bias own knowledge and opinions, decisions based on success of past over- valuing one's own hires. experience. Gambler's Seeing patterns in random events Drawing the conclusion that after Fallacy or expecting past events to having interviewed 5 candidates, the influence the future, assuming the next candidate is bound to be better. chances of a given outcome are greater because it is long over-due. Fundamental The tendency to explain the Concluding that a team's failure to Attribution failures or successes of others meet the goal was due to the leader Error based on their character or being an introvert. disposition, rather than the situation. Actor- The tendency to attribute one's Harshly judging the actions of others, Observed own failures to external causes, but letting oneself off the hook for the Bias and personal successes to internal same behavior. causes. Bandwagon The probability of one person One member of the selection Effect/ adopting a belief increases based committee becomes influenced to Conformity on the number of people who conform, abandoning his or her Bias hold that belief. concerns to adopt the conclusions of others. Choice- When choosing something, a When a candidate is selected, the supportive person tends to feel positive hiring manager tends to continue to Bias/Post- about it, even if the choice has think the new employee is awesome, purchase flaws, even to the point of even ifs/he performs poorly once in a Rationalization inflating the value after the fact. while. Decoy Effect Making a specific change in Simply increasing the candidate pool preference between two choices often shifts the most favored status to after being presented with a third the candidate with more moderate choice. safer scores. Hindsight/ The mind arranges historical facts Judging the effectiveness of a hiring Outcome in ways that make past events feel decision based on subsequent bias a lot less uncertain, and a lot more outcomes rather than the merit of predictable. exactly how that decision was made in the moment. Affect The tendency to allow our An interviewer feels emotionally Heuristic personal feelings or needs to filter attracted or repulsed to a candidate, our interpretation of the world. intuition is permitted to override evidence to the contrary and the process is altered. Self-enhancing The tendency to share our An interviewer wanting a candidate to Transmission successes more than our failures, be successful that s/he fails to ask Bias positive impression management. critical questions that might reveal that candidate's flaws. Negativity/ The tendency to perceive threats A hiring manager concluding that Optimism more than opportunities in a given candidates lie and discounts their Skew situation. strengths even in the face of strong evidence; or a supervisor rates all of her subordinates higher in the hopes this will encourage them to live up to their potential.
TABLE-US-00009 Intuition Reasoning Perception System 1 System 2 Process Fast Slow Parallel Serial Automatic Controlled Effortless Effortful Associative Rule-governed Slow-Learning Flexible Emotional Neutral Content Percepts Conceptual representations Current stimulation Past, Present, and Future Stimulus-bound Can be evoked by language
[0117] Using the Weighted Decision Algorithm (560) tool, Selection Committee members who have been invited to view the report can drill in to view the details of sources of data (564). As shown in
Unique Algorithms of Aspire's Post-Employment/Leadership Alignment Functions
[0118] As shown in
C. Differentiating Concepts and Key ideas
[0119] An Approach Comparison table between the approach of the Aspire Leadership Alignment Platform (600) of certain embodiments of the system and method (10, 20), and traditional performance management may include the following information:
TABLE-US-00010 Approach Traditional Performance Aspire Leadership Comparison Management Alignment Platform Focus Leadership Behaviors Leader Rater Reporting Periodic Performance Evaluations Continuous Feedback Methodology (annual or semi-annual) Unique sliding rating mechanism with Likert Rating Scales, often percentile normal-curve graph display, resulting in severity, leniency, or accompanied by descriptive Behaviorally central tendency bias Anchored Rating Scales across various score registry ranges Identify Skill deficits, weaknesses, Strengths, potential, aspirational gaps short-comings What are we capable of? What's wrong with you? Response Reluctantly compliant workforce Flourishing workforce (engaged, resilient, accountable, creative flow Goal Delegated goal-setting with Collaborative goal-setting performance management to Leader alignment-Congruence achieve results Leader identity-Capacity Strategies Crisis-driven A proactive and intentional Key Reduce, eliminate, contain, or Accountabilities Matrix control ineffectual/problematic Alignment accountabilities leadership behaviors Development accountabilities Create/build leadership skills Competencies/Work Skills Character Strengths Workstyle patterns Management Top-Down Bottom-up Method Supervisors exercise power or Managers set objectives, share authority to deploy extrinsic ownership of key results through motivators or punishments resourcing, recognizing, and using limited communication flexible intrinsic motivation Transparency
[0120] Traditional performance management approaches frequently focus on leadership behaviors, using periodic (often annual or semi-annual) performance evaluations to identify deficits. In contrast, the focus of the Aspire Leadership Alignment Platform (600) is on leader alignment, drawing on the continuity created when the same Competency Model (CM) is used to hire as well as to develop leaders. The Aspire Leadership Alignment Platform (600) is a tool that helps key leaders to shape an organization's culture, moving it from a chaotic culture toward differentiated integration, which may be characterized by the formation of flexible structures that promote cultures of growth. The Aspire Leadership Alignment Platform (600) invites alignment processes that involve dialectical movements within dynamic relational systems. Principles incorporated in the Aspire Leadership Alignment Platform (600) may include the relationship of parts to a whole, differentiation and integration, movement, evolution, gradation of intensity, balancing ambiguity with clarity, multi-perspectival understanding, moving from chaos to a discrete organization, ground versus figure, solid versus void, directional, fluid, growth, and transformation.
B. User Environment
[0121] If an organization has subscribed to the Aspire Leader Alignment Platform (600) of an embodiment of the system and method (10, 20), when HR Leads or P2C Affiliates create a new User Profile for an organizational employee, the User may elect to invite that employee to participate. The employee will receive an electronic email invitation with a temporary password, forwarded to their company email address, providing access to the Aspire Leader Alignment Platform (600). When responding to the link the employee is taken to a Login page (608) (not shown). When the employee accesses the Aspire Leader Alignment Platform (600), he or she is greeted temporarily with an animated logo splash screen (610) (not shown).
[0122] An embodiment of the Aspire Leader Alignment Platform (600) is shown in
[0123] As shown in
[0124] As shown in
[0125] When the HR Business Partner selects any of the HR Representatives' profiles, he or she may be allowed to access the Align My Supervisee Page. The Align My Supervisee Page may allow the HR Business Partner to view a finalized Competency Model for each of the HR Representatives' positions, which may include Essential Functions, Position Competencies, Personality Traits, and/or Values, along with assigned weights. The Align My Supervisee Page may further allow the HR Business Partner to do Job Crafting, or request desired changes to their supervisee's position profiles. Job Crafting functionality provided by the Align My Supervisee Page may include a degree of decision-making discretion resulting in changes that reflect how people engage with their roles. The Job Crafting functionality increases autonomy, support, and participation in setting challenging yet personally meaningful boundaries and/or goals due to shifting priorities, workplace activities, and/or responsibilities. Job crafting requests may remain in pending status until approved by Human Resources, which updates the position's CM.
[0126] When the HR Business Partner selects any of the HR Representatives' profiles, he or she may further be allowed to view their supervisee's My Accountabilities pages (628) to create new Alignment Objectives, update the status of Alignment Objectives, and/or archive Alignment Objectives. Key Results (632) may be created by the Direct-report and approved by the Supervisor. The HR Business Partner may further view their supervisee's My Accountabilities pages (628) to co-create new Development Objectives with the Objectives Selector. Co-creating new Development Objectives may be accomplished using an Aspire 360 Collapsible Panel by way of which the HR Business Partner may click on the Launch Aspire 360 button and view the status of Aspire 360. Co-creating new Development Objectives may include assigning, editing, and updating Development Objectives based on suggested objectives from the Aspire 360 Objectives Library. Co-creating new Development Objectives may further include requesting coaching support for a specific topic or period, viewing the supervisee's My Graphical Analysis filtering and/or comparing Collapsible Panel, and/or viewing a My Daily Questions History. Co-creating new Development Objectives may further include viewing a Reporting Prism Toggle.
[0127] When the HR Business Partner selects his or her MySelf Alignment page, he or she may be able to view the CM and edit slider preferences, request Job Crafting, and/or access the My Accountabilities Action Planner. The My Accountabilities Action Planner may allow the HR Business Partner to view, update the status of, and/or collaborate or comment on Alignment Objectives. The My Accountabilities Action Planner may further allow the HR Business Partner to view, update the status of, and/or collaborate or comment on Leadership Development Objectives. Viewing the Leadership Development Objectives may include viewing My Graphical Analysis, or results from Aspire 360 Activity. The My Graphical Analysis may include Competency, Work Skills, Character Strengths, and/or WorkStyle. The Leadership Development Objectives may include Competency Objectives, Character Strength Objectives, and/or WorkStyle Objectives. The My Accountabilities Action Planner may further allow the HR Business Partner to create and update the status on Confidential Objectives, to view My Prism reporting results, and/or to view My DailyQ's history.
[0128] Embodiments of the Aspire Leader Alignment Platform (600) of the system and method (10, 20) may provide a My WorkGroups widget that enables supervisors to create and manage WorkGroups from their Intuitive Dashboard. Using the WorkGroup widget, a Supervisor may be allowed to create a WorkGroup, invite any employee in the company to a WorkGroup, create new objectives, align new objectives with Organizational Objectives, update the status of WorkGroup results, and/or send, receive, and/or view discussions and documents, agendas, or notes. Embodiments of the Aspire Leader Alignment Platform (600) may further provide a My Collaboration widget that enables Supervisors and Employees to view and respond to others who have shared their specific My Accountabilities objectives or My DailyQ's results. When others have requested feedback, a notification message may appear in a notification box on the MyCollaboration widget (706). The My DailyQ's widget (704) may enable any employee to interact with leader development action items that he or she created to achieve.
C. Presentation of Core Functional Areas of the Aspire Leader Alignment Platform
The Action Planner Customizable Key Accountability Matrix
[0129] Embodiments of the My Accountabilities Action Planner of the Aspire Leader Alignment Platform (600) of the system and method (10, 20) may translate the strategic and operational goals of an organization into alignment initiatives that are cascaded throughout the organization to teams, individuals, and work-groups. The My Accountabilities Action Planner may seamlessly combine collaborative goal-setting activities with performance tracking mechanisms to align leaders with desired outcomes. The My Accountabilities Action Planner may identify, define, and/or implement Objectives and Key Results (632) (OKRs), and/or may measure the degree that the organization accomplishes those goals through individual contributors, leaders, and/or teams, using objectively validated feedback sources. The objectively validated feedback sources may include Solicited Feedback, which may include Weighted, Behaviorally Anchored Rating 360's and/or Pulse Surveys, Unsolicited Feedback, which may include Documented Observations of Others, Document Review Metrics from outside reporting firms, and/or Direct Observations.
[0130] Embodiments of the My Accountabilities Action Planner of the Aspire Leader Alignment Platform (600) of the system and method (10, 20) may utilize objectives, or Action items that the organization launches, which are described with specific language. Embodiments of the My Accountabilities Action Planner of the Aspire Leader Alignment Platform (600) may further utilize Key Results (632), which may be used to measure goal achievement as well as alignment with intended goals. The Aspire Leader Alignment Platform (600) implements several best-practice recommendations relating to Key Results (632). For non-limiting example, the. Aspire. Leader Alignment Platform (600) may implement objectives having three to five Key Results (632). The three to five Key Results (632) may always be measurable. Quantifiable Key Results (632) may have specifically stated measurement metrics, such as numbers, dollars, or percentage, which may objectively be measured. Qualitative Key Results (632) may be measured in terms of Percentage Complete. For another non-limiting example, the Aspire Leader Alignment Platform (600) may implement objectives having Key Results (632) that may be created 30% top-down, or identified and/or recommended by an employee's Supervisor, and 70% bottom-up, or identified and/or recommended by the supervisor's Employee. The Aspire Leader Alignment Platform (600) may implement frequent, yet brief, one-on-one meetings throughout the quarter to facilitate course-corrections as the leader progresses toward his or her goals. The Aspire Leader Alignment Platform (600) may further implement objectives that refer to specific Key Results (632) outcomes and are results focused, rather than activity focused, using quarterly timelines. The Aspire Leader Alignment Platform (600) may further implement Key Results (632) that enable objectives to be measured in terms of range of alignment, such as Threshold, Target, and Stretch ranges.
[0131] Within the Aspire Leader Alignment Platform (600) of the system and method (10, 20), there may be two primary types of objectives: Leader Alignment Objectives (626) and Leader Development Objectives (634). Leader Alignment Objectives (626) may translate the strategic and operational goals of an organization into alignment Initiatives, which may then be cascaded to teams, individuals, and/or work-groups. Formally stated Leader Alignment Objectives (626) and their closely associated Key Results (632) may become the ways and means of advancing the organization's business agenda. Leader Alignment Objectives (626) may be derived from Organizational Goals or Strategic Initiatives set by the organization's executive leadership. Organizational Goals may normally be accomplished within the upcoming twelve-month period. Strategic initiatives may reflect multi-year strategies deployed to achieve the organization's long-term strategic plan. To maximize achievement of Leader Alignment Objectives (626), the Aspire Leader Alignment Platform (600) may implement no more than three to five Leader Alignment Objectives (626) to be targeted by a leader during any quarterly period.
[0132] As shown in
[0133] As shown in
[0134] Leader Development Objectives (634) within the Aspire Leader Alignment Platform (600) of the system and method (10, 20) may focus on Competencies, such as Behaviors, and/or Capacities, such as Traits and/or Values, of the leader. This focus produces greater leader alignment, rather than merely leadership skill, style, behaviors, or performance, in order to leverage shared and resonant values throughout the organization. These shared and resonant values fundamentally drive the organizational culture DNA and core identity. Leader Development Objectives (634) may be differentiated into three strength-based types, including Competency Objectives (634A), Character Strength Objectives (634B), and WorkStyle Objectives (634C). The Aspire Leader Alignment Platform (600) may measure progress toward these objectives using the Aspire 360 rating instrument, discussed hereinafter. The Aspire 360 rating instrument may measure a leader's baseline strengths and gaps, and then translate those findings into specific actionable Leader Development Objectives (634).
[0135] Therefore, in the same way that Leader Alignment Objectives (626) attach Key Results (632) to measure alignment, Aspire's Leader Development Objectives (634) may be collaboratively created with collaborative Key Results (632) to measure alignment of Competency, such as WorkSkill (640), Culture, such as Personality Traits, Values, and/or Character Strength, and/or Behavior Pattern, such as WorkStyle. As noted previously, the Aspire Leader Alignment Platform (600) may implement no more than three Leader Alignment Objectives (626).
Aspire 360 Feedback Tools
[0136] The Aspire 360 Feedback tools (636) of the system and method (10, 20) enable supervisors and employees to use the wisdom of the crowd to gather vital information about how other people experience the employee at work. This survey is a multi-rater instrument with several unique tools and features. As shown in
[0137] As shown in
[0138] Hello, Name
[0139] Company has contracted with us to initiate a strength-based development program for Name.
[0140] Part of this process includes gathering perspectives from others about how this individual is experienced in the workplace. Accordingly, you are invited to participate in a multi-rater 360 survey. Your perceptions will be kept completely confidential. When combined with the opinions of others, your thoughts will help provide this individual with a comprehensive understanding of ways to become even more effective. Additionally, this information will become part Name's Performance Review process.
[0141] To complete the confidential questionnaire, please set aside a few minutes and select the link. below:
[0142] link
[0143] Thank you for your participation in this 360 degree evaluation.
[0144] If you have any questions about this process, please feel free to contact either the employee or myself.
[0145] Name
[0146] Name@domain.com
[0147] The invitation (648) may be accompanied by specifically tailored instructions (650), which might appear as follows:
[0148] Hello, Name
[0149] You have been invited to participate in a multi-rater feedback process. As a participant, you will register your perceptions and also receive information from those with whom you work on a wide range of specific competency skills, strengths, and workstyle characteristics related to your role at Company.
[0150] If this 360 was initiated by your supervisor, you will receive feedback based on observations from the following individuals
[0151] Yourself: Name
[0152] Supervisors: Name
[0153] Peers/Colleagues: Name
[0154] Direct Reports: Name
[0155] Data will be collected from others, electronically stored in a database, compiled and pooled to preserve confidentiality of Peers and Direct Reports, analyzed, and organized in an easy-to-understand format. The results will be made available for you to review and discuss together with your supervisor via the DIALOGUE tab. From there, you can select and prioritize specific objectives to incorporate into your ACTION PLAN. All Supervisors, Peers, Direct Reports, or selected Followers may provide additional feedback on these and other targeted objectives you elect to share with them through Observations or Just-In-Time Pulse Surveys initiated to recognize your progress.
[0156] You will need to set aside approximately 30-40 minutes to register your initial perceptions.
[0157] RESEARCH CONTENT
[0158] You are participating in a multi-rater feedback process through Company. In this process, you and your selected respondents will provide information about your skills, experiences, and other characteristics, and you will receive a report of your results. As a normal part of the process, Company, further analyzes all participant results in order to improve the feedback tool, validate pre-employment assessments, and increase the usefulness of the results for future participants through an on-going research process.
[0159] When data is analyzed for research purposes, all participants and their individual results remain completely anonymous and confidential at all times. This is a secured website, which means that any data transferred to or from this site is encrypted to ensure confidentiality. If you experience difficulties using the website, please contact Name at Company, at (xxx) xxx-xxxx or email questions to Name@domain.com.
[0160] I agree to allow Company to use my feedback results for research purposes as described above. I am aware that my confidentiality and anonymity will be protected at all times.
[0161] I do not agree to allow my feedback results to be used for research BEGIN
[0162] As shown in
[0163] As shown in
[0164] A similar Competency Skills analysis graph (700A) (not shown), having the same format, provides the Supervisor with snapshot of their employee's performance across the competencies related to their position. The competencies of the Competency Skills analysis graph (700A) include decision-making, drive for excellent results, flexibility/adaptability, influencing, initiative, innovation, integrity and respect for others, management of others, planning and organization, reliability, analytical problem solving, strategic vision, technological orientation, clear oral communication, clear written communication, commercial awareness, continuous learning, cooperative teamwork, coping with pressure, and customer focus. A similar Character Strengths graph (700C) (not shown), having the same format, enables the Supervisor to affirm and encourage desired character strengths. The Character Strengths graph includes Wisdom and Knowledge, or creativity, curiosity, judgment, love of learning, and perspective, Courage, or honesty, bravery, perseverance, and zest, Humanity, or kindness, love, and social intelligence, Justice, or fairness, leadership, and teamwork, Temperance, or forgiveness, humility, prudence, and self-regulation, and Transcendence, or appreciation of beauty and excellence, gratitude, hope, humor, and spirituality.
[0165] The Aspire 360 Feedback tools (636) of the system and method (10, 20) may further incorporate an Objective Selector (702) (not shown), which may appear as follows:
TABLE-US-00011 Objective Selector Suggested Behavioral Competency Select Action Arena Descriptor Freq Description Objectives X Recognized Results Commitment 8 Anticipates needs, is Added to Review this Skill Orientation & Reliability attentive to potential Items problems or demands. X Recognized Results Commitment 8 Is typically visible and Added to Review this Skill Orientation & Reliability available when Items needed to help X Grow this Communication Listening 8 Rarely reflects; Increased skill seems only to listen frequency of in order to form a paraphrasing and response summarizing as well as listening for implied words Grow this Communication Listening 5 Frequently shows skill closed body language, drums fingers Grow this Communication Listening 5 Somewhat skill distracted, takes personal calls during discussions Grow this Communication Listening 5 Uses uninviting skill posture and drums fingers X Grow this Meetings and Meetings and 8 Meetings stretch on, Schedule regular skill Presentations Presentations unproductive and meetings, timed lack of engagement appropriately with sufficient length to cover topic Grow this Meetings and Meetings and 6 Inadequate summary skill Presentations Presentations of key issues, without direction
[0166] The Objective Selector (702) leverages findings from the. Aspire 360 Feedback tools (636) to facilitate recognition of strengths and precision targeting of excesses or challenges. In one on one meetings with a Direct-report, a Supervisor can use the Objective Selector (702) to review the results and select specific areas to target for development during the designated period. As shown in
[0167] The Aspire 360 Feedback tools (636) of the system and method (10, 20) may further incorporate My DailyQ's (704) (not shown), which may appear as follows:
TABLE-US-00012 Daily Question: Today I did my best . . . To Be After/When I I will By Doing This Aug. 22, 2017 Character Present Meet a colleague Eradicate the Choose one for lunch tendency to listen conversation to to respond practice ask don't tell throughout the entire Modest start a discussion Resist showing off Reducing boasting, with my peer, Marv accomplishments embellishing or for a week, then eventually talking notice the changes about myself in my relationships Competency Validating Took my morning Reduce praise and Notice and verbally walk-around punishment as my affirm a strength on default methods; occasions validate others Empowering walked into the Empower others to Ask the quietest work meeting voice their person in the room perspectives what they think about an Issue Pre-emptive During my last hour Set aside time to Partition off 20 at the office each plan minutes of my day schedule to plan tomorrow's agenda Workstyle Empathetic When listening to a Be more sensitive listen for a key direct-report's to the feelings of emotion or feeling complaint others; consider behind the next multiple sides of an complaint I hear argument Competitive In staff meeting; Let go of the need Outdo myself In take somebody's to win every battle; championing good idea and find focus on self- another's idea; ways to support it improvement and advocate it with the work on my group personal best Confidential Healthy Walk into the Enhance my Fill a glass of water kitchen area nutrition Relational Begin to eat dinner Strengthen my Say at least 1 thing I relationship with appreciate about my spouse him/her
[0168] When the Leader Development Objective (634) is created, it will also appear on the Direct-report's Intuitive Dashboard (614), in a widget entitled My DailyQ's. Using the My DailyQ's (704), the employee can interact daily with their goals, rating themselves on the efforts they made that day to move toward the results they desired. When others are invited to provide feedback, they receive electronic invitations that appear on the MyCollaborations widget (706) on their Dashboard. As shown in
TABLE-US-00013 Key Leadership Alignment Leadership Achievement/Development accountabilities Wt. Objectives/Initiatives 70% Competency 25% Character 25% People/Culture 30% Guidelines Customer Service 10% 1. Organization creates Strategic Initiatives 2020, using all 7 Key Accountabilities Excellence (Quality/ 20% 2. Organization creates Current Year Organizational Focus Goals with no more than Safety/Compliance) 5 Key Accountabilities Financial Stewardship 10% 3. Aspire setup allows for customized Key Accountabilities each year. Individual Growth 10% results with weightings and tags are viewed through Aspire Prism Innovation 10% 4. When creating new objective, Supervisor introduces goal; employee identifies Organizational 10% results, Development a. Assigns appropriate metrics (Quality, Quantity, Time) Process Improvement b. Assigns inputs (Document Review, Direct Observation, Solicited Feedback, Unsolicited Feedback) 5. Limit the range of the percentages given to any one accountability on Executives between (10%-30%). On line level, can go to a range of (60-70%)
[0169] The Reporting Prism (710) provides continuous feedback to upper management using various pre-defined guidelines to track alignment and achievement results over time. Using the Reporting Prism (710), each organization can sort goals and results based on various internal tracking requirements that reflect the strategic and operational goals of an organization. Because a complete Aspire 360 administration may make the user's experience a lengthy process, including gathering strengths and/or identifying challenges, as well as incorporating neutral behavior descriptors, the Aspire 360 Feedback tools (636) may further incorporate an Aspire 360 Item Filter (712), as shown in
J. The Aspire Coaching Activities Panels
[0170] The Aspire 360 Feedback tools (636) may further incorporate a Coaching App, which provides employees and supervisors with access to a network of P2C Affiliate coaches who can access the Aspire Leader Alignment Platform (600) and collaborate online using the Aspire Coaching App tool. The Aspire Coaching App tool may incorporate In-the-moment or scheduled meetings, Encrypted web-link or screen sharing, meeting summaries and homework experiments, and/or resourcing for targeted development objectives, and may expand beyond organizational goals to included personal development applications.
[0171] As shown in
[0172] When Aspire subscribers meet with their coach, both parties have access to relevant data that supports successful coaching outcomes. Coaches create session notes, which can be viewed by both parties retrospectively. The Coach can also assign homework (readings, worksheets, videos to watch, or surveys). The Coaching Action Item Attachments screen (804) (not shown) allows the Coachee to interact with assigned material and prepare for their next meeting. The Coaching Action Item Attachments screen (804) may contain the following information, wherein the Action Items link to a .pdf document, the Browse link allows the user to browse for Action Item files, the Upload link allows the user to upload Action Item files, and wherein the term Delete in the last column is a link that can be clicked to delete that Action Item:
TABLE-US-00014 Coaching Action Item Attachments Action Item Category Uploaded by Date Completed UFO Action Items.pdf Uploaded Coach's Mar 14, 2017 Delete Document Name Dealing with Shoulds.pdf Sharable Coach's Mar 14, 2017 Delete Worksheet Name Managers vs. Leaders.pdf PDF Coach's Mar 14, 2017 Delete Reading Name How to Make Stress Your Friend Watch Coach's Mar 22, 2017 Delete Video Name A Leader's Guide for Building Book Coach's Mar 29, 2017 Delete Inner Excellence Suggestion Name Coachee Name's Current Uploaded Coach's Apr 5, 2017 Delete Project List Document Name Coachee's Coaching Feedback Survey Survey Name Browse . . . No file selected Upload
[0173] The Coaching Activities Panel (802) appears when the Coach chooses to interact with one of their assigned Coachees. Coaching Session Details (806) will be viewable by the Coachee. However, the Coach's Session Notes (808) remain private and are viewable only by the Coach. The Coach can quickly upload assignments to the Coachee by dragging documents to the Intervention Drag-and-Drop area (810). The Coach can also rate the Coachee's level of engagement for that session. Likewise, the Coachee can periodically provide feedback to the Coach, increasing the likelihood of course-corrections. As shown in
[0174] When meeting online with the Coachee, the Coach can access the searchable Interventional Library (814) by selecting an Interventions button (not shown). A panel slides in from the right to display available interventions that have been made available to P2C Affiliates. The Coach can also upload his or her own favorite coaching interventions into the library for use with other Coachees. This feature enables the Coach to quickly filter and view interventions by Category, Topic Tag, or Intervention Name. Selecting the intervention will launch the Searchable Interventional Library (814) so that it can be viewed on the screen and shared with the Coachee. Marking the intervention allows the Coach to remember if that intervention has been used. If the Coach wants to enable the Coachee to access that intervention after the session is complete, he or she can drag the intervention to an Intervention Drag-and-Drop area (810), which creates a link in the Coachee's Coaching Action Item Attachments area (816).
K. Aspire Identity Tool
[0175] This tool is a vital part of the Aspire Coaching Platform that facilitates leader identity formation. Drawing on various input sources in Aspire (a leader's selected values, targeted work skills, and character strengths) the Identity Tool's created output is a series of carefully worded, editable, narrative sentences. These sentences paint an aspirational word portrait of integrated self-identity, using nouns and descriptive adjectives to articulate the leader's vision, helping the leader to focus, commit, and align intentions and engage in actions that move him or her closer toward this vision. For example, a leader may have identified:
TABLE-US-00015 Values: Curiosity, Affiliation, Recognition, Creativity Skills to Be: Affirming, Accepting, Planful Character Strengths to Be: Appreciative, intentional, Self-aware, Relational
The suggested Signature Identity might be produced by the tool in this way: I am a self aware affiliator and planner who seeks ways to intentionally accept, recognize, appreciate, and affirm creative potential in others. The user could ask for different suggestions, prompting the tool to randomly generate different statements using the given syntax inputs.
L. The Mentoring Activities Panel
[0176] The Aspire Leader Alignment Platform (600) may use a similar architecture to facilitate mentoring between Mentors and Mentees, who can connect online in a similar fashion as has been discussed herein. If an intervention has been shared with a Coachee, that individual will have access to use that same intervention with individuals they select to mentor. No interventions may be used with Mentees that have not been introduced to the Coachee by the Coach.
M. The Aspire Application
[0177] The Aspire Leader Alignment Platform (600) may alternately be embodied as an application for mobile devices, and may provide individuals with access to Aspire tools using a mobile device. In this embodiment there may be several types of Aspire Subscribers. Corporate Subscribers may be associated with companies, which may pay for subscriptions on annual or multi-year contracted basis. Such Corporate Subscribers may be secured through contracting with the HR departments within the companies' organizations, with billing taking place through the financial departments of the companies.
[0178] Individual Subscribers may be individuals who may not be associated with companies. Such Individual Subscribers may access an embodiment of the Aspire Leader Alignment Platform (600) referred to as an Aspire Leader Lite or Free Version. Thereafter, the Individual Subscribers may make in-app purchases. Aspire Leader Lite users may, for non-limiting example: [0179] find out about the application through commercial applications stores, such as iTunes or Google Play Store or social media; [0180] have access to limited features that invite them into make in-app purchases of Assessments, the Aspire 360, and Online Coaching or Mentoring Support, each requiring them to upgrade to the paid version of the Aspire Leader Alignment App; or [0181] immediately become paid subscribers, when directed to download the app by their Coach (P2C Affiliate), Mentor, or Therapist.
Mentor Subscribers may be individuals that have elected to upgrade in order to use the Aspire Leader Alignment Platform (600) as a tool in their mentoring activities. Coach Subscribers may be individuals that are contracted P2C Affiliates who have been granted access to use the Aspire Leader Alignment Platform (600) as a tool in their executive coaching or therapy activities.
[0182] The Aspire Leader Alignment App may include the features and functions such as, for non-limiting example, Coaching Access to in-the-moment or scheduled meetings via an encrypted web-link. This link may, for example, provides two-way video communication and screen sharing between one or multiple participants. Coaching or Mentoring meeting session notes may be viewable by both parties, along with assigned homework experiments and resources for targeted development objectives. The Aspire Leader Alignment App may further expand beyond organizational goals to personal development applications. Paid subscribers to the Aspire Leader Alignment App will have full access to Coaching/Mentoring Functionality, which may include (those items marked with an asterisk being part of the Aspire Lite embodiment): [0183] An Intuitive DashboardMy Team View [0184] A My Accountabilities Page [0185] Recognized Strengths [0186] Leader Alignment [0187] Leader Development* [0188] MyDailyQ* [0189] MyDailyQ History* [0190] Graphical Analysis Tool [0191] View Edit My Competency Model [0192] My Communication History [0193] Coaching ActivitiesInteraction [0194] Coaching Session Details (notes from created sessions) [0195] Coaching Action Item Attachmentsview pdfs, videos, surveys [0196] View Testing Results [0197] Mentoring Activities [0198] Mentoring Session Details [0199] Mentoring Action Item Attachments [0200] Zoom Launch to meet with Coach or Mentor [0201] In-App PurchasesAssessment Store (For Individual Pays)* [0202] Become Aspire Subscriber to: [0203] Select my coach from a list of available coaches [0204] Aspire 360 [0205] Purchase Individual Assessments16PF, LIFO, HDS, etc.
[0206] While the system and method for pre-hiring and post-hiring leadership development that provides human resource professionals, hiring managers, supervisors, and employees access to pre-employment assessment, post-employment assessment, leadership development, and executive coaching products and services has been described with respect to at least one embodiment, the system and method for pre-hiring and post-hiring leadership development can be further modified within the spirit and scope of this disclosure. This application is therefore intended to cover any variations, uses, or adaptations of the system and method for pre-hiring and post-hiring leadership development using its general principles. Further, this application is intended to cover such departures from the present disclosure as come within known or customary practice in the art to which the disclosure pertains and which fall within the limits of the appended claims.
TABLE-US-00016 REFERENCE NUMBER LISTING 10 System 20 Method 30 Step-by-step process 100 Online portal system/Aspire Platform 102 Pre-employment arena 104 Post-employment arena 110 Assessment and leadership development activities 112 Assessment and coaching deliverables 114 Permission assignments/levels 116 Login types 118 Super-users 120 Leads 122 Supervisors 124 Employees 126 Affiliates/P2C Affiliates 128 Candidate and/or Employee profiles 130 List of positions 132 Position competency models 132A Job Essential Functions 132B Knowledge 132C Skills 132D Abilities 132E Work Activities 134 Interviews/references 136 Interview/reference results 138 Pre-employment/post-employment tests 140 Testing results 142 Test reports 144 Hiring managers/selection committees 146 Employment statuses 148 Leadership development system/Aspire 150 Coaching engagements 152 Performance management tracking 154 Reporting to management 200 Candidate analysis reports 202 Action Plans 204 Personal accountabilities 206 Shared objectives 208 Alignment/leadership accountabilities 210 Direct-reports 212 Alignment/leadership objectives 214 Aspire App/Aspire Portal 216 Aspire 360/Aspire Pulse 216A Free version 216B Paid version 218 Continuous performance/observational feedback/online surveys/responses 220 Online survey/Aspire 360/Aspire Pulse survey invitations 222 Coaching support/resources 224 Performance management activities 226 One-on-one check-ins 250 Assessment batteries 252 Assessment reports 254 Interactive report feedback 256 Encrypted tele-meeting technologies 300 Coaching assessment reports 302 Coaching requests 304 Online coaching meetings 306 Developmental objectives 308 Coaching interventions 350 Subject Matter Experts (SMEs) 352 Therapists/Clinicians/P2C Affiliate Therapists 354 Individual Users/subscribing individuals 356 Aspire Free Subscribers 358 Aspire Paid Subscribers 360 Clinical account logins 362 Therapy Clients 364 Self-development activities 366 Clinical assessments 368 Confidential, encrypted tele-therapy connection 370 Session summaries 372 Online psycho-educational resources 374 Homework assignments 376 Status updates 378 Personalized self-improvement goals 380 Followers 400 algorithm 402 Position creation window 404 List of positions 406 Position profile 408 Step 1 of creating a position 410 Step 2 of creating a position 412 Step 3 of creating a position 414 Step 4 of creating a position 416 Step 5 of creating a position 418 Numerical user preferences 420 Slider mechanisms 422 Job specifications 424 Domain tabs 424A Task domain tab 424B Knowledge domain tab 424C Competency domain tab 424D Skill domain tab 424E Ability domain tab 424F Culture fit domain tab 426 Task descriptions 428 Parent task levels 430 Performance Expectations task levels 432 Specific personality characteristics 434 Value drivers 436 Numerical SME preferences 438 Competency model 438A Job Details Competency 438B Essential Functions Competency 438C Knowledge Competency 438D General Competency 438E Skills Competency 438F Traits Competency 438G Values Competency 440 Individual interview guide 442 Panel interview guide 444 Manual interview 446 Interviewer name 448 Interviewer email address 450 Custom Questions 452 Create Interview 454 Interview status 456 Interview Rating Form 458 Interview Rating Form slider mechanism 460 Interactive dynamic normal bell-shaped curve 462 Interview Rating Form narrative 464 Interview Rating Form note field 466 Embed field 468 Candidate 470 Pre-employment battery builder 472 Report options 474 Featured and/or Recommended tests 476 Anticipated testing date 478 Desired report date 480 Price 482 Informed Consent to Testing 484 Password protected login 486 Login menu 488 Production tab 490 Report options 492 Report type 494 Headings 496 Comparative Graphs 498 Drag-and-drop upload field 500 Report preview 502 Quick view 504 Interpretive narrative 506 Integrated Summary 508 Integrated Summary slider mechanism 510 Position Criteria 512 Culture Criteria 514 Congruence 516 Candidate Analysis Report 518 Alignment Analysis section 520 Personality scales 522 Target scores 524 Actual scores 526 Value scales 528 Target scores 530 Actual scores 532 Candidate competency scores 534 Competency weights 536 Competency 538 16PF scores 540 HDS scores 542 MVPI scores 544 PPM-Numerical Reasoning score 546 Hogan Business Reasoning Index 548 Watson-Gasser Critical Thinking Appraisal 550 Overall Leadership Competency score 552 Overall Culture (Team Organization) alignment score 554 Overall Job Functions/Essential Functions alignment score 556 Alignment summary 558 Assessment Battery Score 560 Weighted Decision Algorithm 562 Weight 564 Sources of data 564A Assessment results 564B Individual interview scores 564C Panel interview scores 564D Behavioral observations 564E Reference audit 564F Subjective culture fit 566 Scores and Comments 568 Subjective Estimates 600 Aspire Leader Alignment Platform 602 Personal and professional objectives 604 Company objectives 606 Team objectives 608 Login page 610 Animated logo splash screen 612 Post-Employment Sitemap 614 Intuitive Dashboard 616 Function boxes 618 My Profile widget 620 Pre-employment Aspire widgets 622 MyTeam Chart Widget 624 Cascading Alignment 626 Leader Alignment Objectives 628 My Accountabilities page 630 Collapsible panels 632 Key Results 634 Leader Development Objectives 634A Competency Objectives 634B Character Strength Objectives 634C WorkStyle Objectives 634D Confidential Objectives 636 Aspire 360 Feedback tools 638 Aspire 360 WorkSkill Selector tool 640 WorkSkills 642 Aspire 360 Character Strength Selector tool 644 Virtues and value-drivers 646 Rater categories 648 invitation 650 Instructions 652 Norming slider scoring mechanism 654 WorkSkill and Character Strength descriptors 656 Job Competency Skills 658 Character Strengths 660 Behavioral WorkStyle 662 Effectiveness improvement tool 700 Graphical Analysis tool 700A Competencies Skills Analysis graph 700B WorkSkill Analysis graphs 700C Character Strengths graph 702 Objective Selector 704 My DailyQ's widget 706 MyCollaboration widget 708 Record of collaboration 710 Reporting prism 712 Aspire 360 Item Filter 800 My Coaching Panel 802 Aspire Coaching Activities Panel 804 Coaching Action Item Attachments Screen 806 Coaching Session Details 808 Coaching Session Notes 810 Intervention Drag-and-Drop Area 812 Coaching Feedback Summary 814 Searchable Interventional Library 816 Coachee's Coaching Action Item Attachments Area