Medical Healthcare Provider
OJQ Used to Assess and Identify Talent In Order to Make Downsizing Decisions
This major Boston-based healthcare provider was forced to eliminate 125 out of 350 employees in one of its divisions. Senior management wanted to ensure that this downsizing was based on performance and legally defensible.
MMi was retained to develop and implement the downsizing strategy to meet these objectives. First, an initial employee survey was conducted to identify five common performance criteria that would serve as the basis for evaluating all 350 employees. Next, MMi consultants conducted face-to-face interviews that allowed each person to personally "apply for the job." Last, we used the OJQ, a highly accurate multi-rater assessment, to evaluate the past work performance of all 350 employees on these five standard criteria. An employee-based team evaluated the results and, based on performance, 125 employees were selected to leave. The feedback from employees indicated that this process, although difficult, was extremely fair and unbiased.
Financial Services/Banking
OJQ Used to Assess Performance to Identify High Potential, "Fast-Track" Talent
This New York based financial services firm needed to identify its high potential talent early in their careers in order to create a long-range "fast-track" development process. This rigorous process would ultimately lead to high profile senior management positions. Prior attempts to identify this talent were unsuccessful. The process was bogged down in both politics and highly subjective rater bias.
MMi was asked to design an objective talent-identification process that would be fair and highly reliable. To accomplish this, MMi consultants used a combination of "assessment center" simulations and the OJQ. The simulations placed the high potential candidates in complex managerial and technical situations that they would encounter in future, higher-level jobs. The OJQ provided objective and reliable performance information about each candidate's current performance. Using both current performance data and a "snap-shot" of future performance, management was able to make sound selection and development decisions concerning the future performance of these high potential candidates.
Financial Services and Insurance Provider
OJQ Used to Assess Talent Across Organization to Identify Potential Successors for Senior Jobs
The Succession Planning Committee of this major financial services firm needed to create a senior level succession plan. Prior to this, "readiness" decisions were made without knowledge of the competencies required for the target positions, and without specific competency-based performance information for candidates in their prior jobs.
MMi was asked to help develop a fair and reliable competency-based process that would be used by a large group of raters to objectively evaluate a large group of candidates. The evaluation processes had to identify the candidates' performance strengths and limitations in both their current position and in the future "target" position. Based on the OJQ results and MMi diagnostic interviews, each successor candidate was then rated on a "readiness scale." Feedback was provided to each candidate and a development plan was created to ensure the readiness of selected candidates.