Product Demonstration and Tutorial

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Talent Assessment Program

• Product Demonstration and Tutorial

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Information about TAP and Succession Planning
Georgias Flexible Succession Planning Model
About TAP
TAP Demonstration Modules
1. Creating Assessment Events
2. Entering Employee Data
4. Survey Results and Program Outputs
3. The GMS Survey of Leadership Potential
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Talent Assessment Program
About TAP
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What is TAP?
Talent Assessment Program (TAP) was developed to
assist Georgia's state agencies with the Identify
Talent phase of Georgia Merit System's Flexible
Succession Planning Model.
TAP assists in the Identify Talent phase by

• Automating the administration of multi-rater
  surveys

• Calculating and ranking candidates scores

• Producing a Talent Matrix that identifies high
  potential leadership candidates

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System Requirements
TAP was developed using Microsoft Access 2000.
The minimum system requirement for using TAP is

• Microsoft Access 2000 or newer

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Installation
Copy and paste

• TAP is provided on a CD-ROM.

• The program can be copied from the CD and pasted
  to your computer or to a directory on your
  agencys network.

• The CD also includes the TAP Instruction Manual
  to help you get started.

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Get started using TAP
Talent Assessment Program is available for use by
State of Georgia Executive Agencies. Georgia
Merit System will provide the TAP application
along with training and support. To get started
contact

• Steve Sutton at 404-657-2843 or
  ssutton_at_gms.state.ga.us

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Talent Assessment Program
Georgias Flexible Succession Planning Model
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What is Succession Planning?

• Succession Planning is a systematic effort and
  process of identifying and developing candidates
  for key managerial or professional leadership
  positions over time in order to ensure the
  continuity of management and leadership in an
  organization.

• Succession Planning is accomplished by
  identifying people with high potential leadership
  talent and ensuring that they are given work
  experiences and training to prepare them to
  assume higher level leadership positions.

Georgias Flexible Succession Planning Model
Guidelines, p.3
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Why is Succession Planning important in Georgia
State Government?

• With 38 of state employees eligible to retire
  this year, 2005, many agencies will soon be
  confronted with a mass exodus of critical talent.

• It is essential for agencies to begin building a
  talent pool through training and development that
  can continue to run and enhance state government.

Georgias Flexible Succession Planning Model
Guidelines, p.3
The next section provides an overview of
Georgias Flexible Succession Planning Model
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Georgias Flexible Succession Planning Model
Communicate Plan
Identify Leadership Characteristics
Pre-plan
Assess Bench Strength
Evaluate Succession Planning
Identify Talent
Develop Talent
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Georgias Flexible Succession Planning Model
Communicate Plan
Identify Leadership Characteristics
Pre-plan
Assess Bench Strength
Evaluate Succession Planning
Identify Talent
Develop Talent
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Pre-Plan
Pre-planning is the planning done before the
creation of the action plan. It involves
identifying succession planning team members,
program objectives, and program design. An
action plan is created after these elements have
been created.
The output for Pre-Plan is an Action Plan that
includes

• Specific actions to be taken
• Persons responsible
• Timeframes for completion

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Georgias Flexible Succession Planning Model
Communicate Plan
Identify Leadership Characteristics
Pre-plan
Assess Bench Strength
Evaluate Succession Planning
Identify Talent
Develop Talent
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Communicate Plan
A communication strategy is established to inform
stakeholders about the purpose, value, objectives
and specific contents of the agencys program.
Stakeholders should understand

• The definition of succession planning
• The need for succession planning
• The intent of the program
• How the program will be implemented

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Georgias Flexible Succession Planning Model
Communicate Plan
Identify Leadership Characteristics
Pre-plan
Assess Bench Strength
Evaluate Succession Planning
Identify Talent
Develop Talent
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Identify Leadership Characteristics
The scope, competencies and proficiency levels,
and results required for each leadership level
are identified. These characteristics will be
used as the basis for assessing, developing, and
selecting future leaders.
Target Leadership Levels The Top-Down Approach
Reasons for a Top Down Approach

• Its proven to work
• Maximizes bang for your buck

• Focuses on decision makers whose decisions impact
  the entire organization

• Retains organizational leadership knowledge
• Reduces recruitment costs

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Georgias Flexible Succession Planning Model
Communicate Plan
Identify Leadership Characteristics
Pre-plan
Assess Bench Strength
Evaluate Succession Planning
Identify Talent
Develop Talent
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Assess Bench Strength
The reviewing manager determines the number of
critical leadership positions that have at least
one person ready to successfully assume the role
and responsibilities of each position.
Bench strength is an organizations ability to
fill critical vacancies from within.
The output for Assess Bench Strength

• Positions with at least 1 person ready

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Georgias Flexible Succession Planning Model
Communicate Plan
Identify Leadership Characteristics
Pre-plan
Assess Bench Strength
Evaluate Succession Planning
Identify Talent
Develop Talent
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Identify Talent
Each individual is assessed against leadership
characteristics (e.g., scope, competencies and
proficiency levels, and results) to determine who
will participate in the development pool and to
identify individual learning needs.
TAP is used for the formal assessment component
of Identify Talent.
The output for Identify Talent is

• List of candidates for each development pool

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Georgias Flexible Succession Planning Model
Communicate Plan
Identify Leadership Characteristics
Pre-plan
Assess Bench Strength
Evaluate Succession Planning
Identify Talent
Develop Talent
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Develop Talent
A set of development activities is identified to
address organizational and individual learning
needs.
Developmental activities should be.
Directed towards closing critical gaps
leveraging important strengths
Focused on preparing for the next
level of leadership
Structured to create a logical sequence of
learning
The output for Develop Talent is

• Action plan (IDP) for each pool participant

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Georgias Flexible Succession Planning Model
Communicate Plan
Identify Leadership Characteristics
Pre-plan
Assess Bench Strength
Evaluate Succession Planning
Identify Talent
Develop Talent
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Evaluate Succession Planning
The design, implementation, and outcomes of the
program are assessed to determine how well the
program is working.
The output for Evaluate Succession Planning is
Summary of succession plans effectiveness and
recommendations for improvement
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Additional resources
Growing Tomorrows Leaders Today, Georgias
Flexible Succession Planning Model Training.
Georgias Flexible Succession Planning Model
Guidelines
If you would like more information about these
resources, contact Al Brown at 404-657-2848 or
albrown_at_gms.state.ga.us or Sherille May at
404-657-0362 or smay_at_gms.state.ga.us.
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Talent Assessment Program
1. Creating Assessment Events
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A succession planning coordinator or assigned
committee member can create a custom survey based
on the level in the organization that is being
targeted for succession planning. Click here to
see the Assessment Wizard.
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To setup an assessment for a group of candidates
for selection into a development pool for senior
leadership, Executive/Senior Leadership is
selected in this step.
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TAP is preloaded with leadership competency
models which are based on an analysis of
leadership needs in state government in Georgia.
If a preloaded competency model needs to be
modified for an organizations specific needs,
that option can be selected here.
Click anywhere to continue.
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Candidates with the highest leadership potential
are those with average scores ranking in the
upper percentile ranges for both Potential and
Results.
10.0 15.0 20.0 25.0 33.3
10.0
Click anywhere to continue.
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Assessment_0384
Assessment_0384
GMS_SrLdr_Assmnts_FY06
In the final step, the Assessment Event can be
given a custom name for ease of reference within
the application and to provide meaning when the
event is seen on reports or communicated in
meetings. Click on the Assessment Name box to
enter a custom name for this Assessment Event.
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Talent Assessment Program
2. Entering Employee Data
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47652
06482591
John
P
Sample
Accounting Manager
If the candidate box is checked, selection of an
Assessment Event is required.
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47652
06482591
John
P
Sample
Click on GMS_SrLdr_Asmnts_FY06, to assess John
Sample with this event.
Accounting Manager
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47652
06482591
John
P
Sample
GMS_SrLdr_Asmnts_FY06
Accounting Manager
To assign assessments for John Sample complete,
click here. NOTE In most cases, a candidate
will not be a rater unless a self assessment is
included in the assessment phase or he or she is
currently a supervisor or peer of a candidate in
a different assessment event.
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This screen includes all employees that have been
flagged as Candidates. A Rater may be assigned
as many assessments as necessary. Click on Diane
Anderson in the Succession Planning Candidates
Box to continue.
When all information has been entered and
appropriate permissions have been set, click
Save Record to return to the Main Menu.
P
Note that selection of John Sample as a Rater
activated automated UserID and Password
assignment. All permission settings activate
automated UserID and Password assignment.
b
Sam7424
EQ39V
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Talent Assessment Program
3. The GMS Survey of Leadership Potential
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This button is clicked to begin an assessment
survey.
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Raters select the candidate they will be rating.
In the candidate selection drop-down box, raters
will see only candidates they have been assigned
to rate. Click here to continue.
Diane Anderson Jim Benson
Diane Anderson
Jim Benson
Indicate relationship.
Click Start to begin survey.
Click anywhere to continue.
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The first of three sections is the Competency
Assessment. The Competency Assessment measures
competency proficiency.
Competency items are included based on the
competency model selected when the assessment is
created.
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Competency items mirror competencies in Georgias
competency dictionary, G-COMPS.
Each Competency Assessment item is an actual
competency definition from the G-COMPS dictionary.
Response options are the behavioral indicators
from G-COMPS rating scales, which are specific to
each particular competency.
Click anywhere to continue.
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The second section is the Scope Assessment. The
Scope Assessment measures Scope of Impact.
Scope items are included based on the competency
model selected when the assessment is created.
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Scope items mirror competencies in Georgias
competency dictionary, G-COMPS.
Each Scope Assessment item is an actual
competency definition from the G-COMPS dictionary.
Response options present the levels of impact
from G-COMPS impact scales, which are specific to
each particular competency.
Click anywhere to continue.
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The last section is the Results Assessment. The
Results Assessment measures Balanced Results.
Survey items from the results domain are
presented in a Balanced Scorecard framework.
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The last section is the Results Assessment. The
Results Assessment measures Balanced Results.
Survey items from the results domain are
presented in a Balanced Scorecard framework.
The four Balanced Results categories include (1)
Employee Outcomes, (2) Process Outcomes,
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The last section is the Results Assessment. The
Results Assessment measures Balanced Results.
The categories include Employee Outcomes, Process
Outcomes,
(3) Customer Outcomes and (4) Business
Results/Cost Outcomes.
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Raters use this 5-point scale to rate the
Candidate in achieving each result item. Raters
are asked to base responses on actual results
achieved or produced.
This is the last page of the survey. Raters
click Finish to submit survey responses.
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Talent Assessment Program
4. Survey Results and Program Outputs
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Multiple users can can view and/or print scoring
results from multi-rater assessments. Click here
to view assessment results
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Click here to see assessment results for a
particular Assessment Event.
Frontline_FY05 Mid_Mgt_FY05Sr_LdrShp_FY05
Frontline_FY05
Mid_Mgt_FY05
Sr_LdrShp_FY05
Assessment results are viewed by Assessment
Event. Each Assessment Event includes candidates
being considered for development at different
levels within the organization.
In table view, the report can be sorted by Name,
Potential or Results.Click the Sort By box to
sort by Results.
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To see these individuals in a Matrix view, click
the Matrix button.
Last NamePotentialResults
Last Name
Potential
Results
In table view, the report can be sorted by Name,
Potential or Results.Click the Sort By box to
sort by Results.
These individuals have the highest average
ratings for the Results section of the survey.
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Sr_LdrShp_FY05
Scroll down to view entire Talent Matrix Area. To
scroll down, click here.
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Sr_LdrShp_FY05
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Sr_LdrShp_FY05
This view allows you to quickly and easily see
which candidates received the highest ratings in
both Potential and Results.These candidates
have high-potential for future leadership
positions in your organization.
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Sr_LdrShp_FY05
An Individual Assessment Report is printed when
you double-click on any candidates name.To see
a sample of an Individual Assessment Report,
click here.
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Click the Next button to continue.
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Sr_LdrShp_FY05
To view a sample of a printed report for the
Talent Matrix, click here.
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Click the Next button to continue.
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Sr_LdrShp_FY05
Click here to toggle back to Table view.
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To view a sample of a printed report for the
table view of the Candidate Assessment Report,
click here.
Sr_LdrShp_FY05
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To continue, select an option from the menu bar.
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