Exploring the Successful Use of Assessments for Training and Development October 7, 2009

1. Exploring the Successful Use of Assessments for Training and Development October 7, 2009 Helping people development professionals succeed with the world's most powerful assessments.

2. Today�s Agenda Overview and Introductions Shell Australia � Breanne Potter, Regional Consultant, CPP, Inc. Top Global Accounting Firm � Sherrie Haynie, Regional Consultant, CPP, Inc.  United States Air Force � Richard S. Hassan, Vice President, Career Development Systems, TSM Corporation Q & A Overview and Introductions Breanne Potter, Regional Consultant, CPP, Inc.Breanne will speak on behalf of Shell Australia, and describe their use of the Myers-Briggs� assessment for teambuilding, conflict resolution, and promoting cross-cultural understanding. Sherrie Haynie, Regional Consultant, CPP, Inc. Sherrie will present the case of a top global accounting firm that used the FIRO-B� assessment to improve the performance of newly forming teams and teams in transition.  Richard S. Hassan, Vice President, Career Development Systems, TSM CorporationRich will detail how the United States Air Force uses the Myers-Briggs, FIRO-B, and TKI assessments to craft a holistic business solution. Questions Overview and Introductions Breanne Potter, Regional Consultant, CPP, Inc.

3. Value of Psychological Assessments Provide common language and framework for complex organizations with diverse cultures, generations, personalities Exist as the lens through which individual work styles and group dynamics are observed, described and addressed Inform goal setting initiatives and development plans Increase self awareness which can impact employee success across all relationships�even outside work Provide a baseline status against which training programs and objectives can be measured

4. Breanne Potter, Consultant, CPP About Breanne Joined CPP in 2006, consults with organizations in Arkansas, Kansas, Kentucky, Missouri, Oklahoma, and Tennessee Bachelor�s degree in Psychology, Master�s degree in Organizational Psychology Member of American Society for Training and Development (ASTD), Association for Psychological Type International (APTi), and the Society for Human Resource Managers (SHRM)

5. Shell Australia

6. Shell Australia Challenge: The multi-cultural oil refinery team needed to resolve misunderstandings arising from differences of communication styles, decision making preferences and cultural background, and achieve stronger affiliation and engagement The team required an engaging learning framework that would help them develop an agreed set of goals to improve team interactions and performance Assessment Need: To quickly engage a team with a broad range of learning styles while creating an informal and approachable atmosphere for developing interpersonal awareness Assessment Selection: The MBTI� assessment allowed team members to discuss their personality differences in neutral and non-confrontational language, giving the team a common platform to reduce ambiguity and misunderstandings

7. MBTI� Overview The Myers-Briggs Type Indicator� (MBTI�) assessment is the best-known and most trusted personality assessment tool available today More than 2 million assessments are administered annually to individuals, including to employees of most Fortune 500 companies Rooted in Carl Jung�s theory of psychological type, the tool helps individuals develop an understanding and appreciation of individual differences The MBTI tool has a broad range of applications including conflict management, team-building, and leadership development

8. Shell Australia Proposed Solution Examine cultural differences from a non-personality perspective Administer Myers-Briggs assessment Explore Myers-Briggs team results to identify collective strengths and diagnose common blind spots

9. Shell Australia

10. MBTI� Team Type Table The team type table was incorporated into the process to help the trainer better understand the team�s: Preferences Attitude pairs Function pairs Energy and perception Judging and orientation Temperament With the team�s type table completed, the trainer was in a better position to recommend solutions that allowed team members to work to their strengths and be aware of their personal blind spots.

11. Shell Australia

12. Shell Australia

13. Shell Australia

14. Shell Australia Signs of Change Those with preference for Intuition (N) took on role of devil�s advocate to challenge traditional views of those with opposite Sensing (S) preference and therefore seek what the team leader highlighted as a varied approach to dealing with common issues. People with preference for Introversion (I) realized necessity to pair with people who prefer Extraversion (E) and receive mentoring in how to effectively present information to E customers, who were seeking engagement. Those with preference for Judging (J) remained highly valued in the team, as the processes, reliance on systems and accuracy for the refinery maintenance schedules are paramount. Those with a preference for Perceiving (P) were able to assert their need for flexibility by acting as a sounding board for their opposites when a new process or measure evolved into implementation stage

15. Shell Australia

16. Sherrie Haynie, Regional Consultant, CPP  About Sherrie MBTI Master Practitioner and MBTI Certification Program faculty member Master�s degree in Education coupled with 11 years as a coach, performance consultant, and Learning Operations Director Prior to joining CPP, Sherrie operated a performance improvement consulting practice Works with a multitude of Fortune 500 organizations

17. Top Global Accounting Firm Overview Large international consultancy with projects that require multi-level teams to be formed and re-formed on a regular basis Project nature of the work require that teams are formed based on the needs of the client and can vary in length from one month to year-long engagements Time doesn�t permit teams to get to know one another in advance so new teams learn how to best communicate through trial and error Core Issue While project results were of the highest quality the organization thought that the �people side� of their team relationships was slowing their progress.

18. Top Global Accounting Firm Challenge Needed to expedite the team building process for short-term engagements Ongoing forming and re-forming of teams comprised of junior professionals, managers and senior partners Work is highly dependent upon team�s ability to ramp up quickly and work closely together

19. FIRO� Assessments Versatile assessments that can be used in a variety of settings Measure three interpersonal communication needs Enable behavioral change with insight into these needs Support effective leadership development, plus one-on-one coaching, communication, and team performance Detail strengths and development opportunities to improve performance FIRO-B� and FIRO BusinessTM assessments

20. Top Global Accounting Firm Proposed Solution Administer FIRO-B tool and conduct individual interpretations Compare individual results to those of other team member Identify differences between interpersonal needs and expressions to understand root cause of interpersonal conflicts Create action plans to alter behaviors and improve team dynamics

21. Top Global Accounting Firm Example Team #1 Team Dynamics Senior professional had high level of expression of authority Frequently micro-managed work of junior team members Junior team members had scores with low need for oversight Discrepancy created conflict Signs of Change Senior Professional agreed on a timeline for project status and committed to less management of daily activities Junior team members agreed to ask for assistance instead of waiting for problem escalation

22. Top Global Accounting Firm Signs of Change Team agreed to more frequent social outings/meetings enabling members to get to know each other on a personal level (families, hobbies, interests) Example Team #2 Team Dynamics One team member with high need for belonging on a team felt as if other team members did not value his contributions Other team members had a low needs for belonging and preferred to work independently

23. Top Global Accounting Firm Results: Team members reported immediate improvement in existing conflict enabling them to focus more completely on clients Newly formed teams used the tool to identify potential issues and avoided interpersonal conflict Organization-level commitment to continue using the tool every time a new team forms

24. Richard S. Hassan, V.P., TSM Corporation About TSM Corporation Private, veteran-owned company that provides consulting, training and management services to both Government and private industry in engineering, logistics, and training systems Customers include: Air Force, Navy, Combatant Commands, Army, and National Guard

25. U.S. Air Force Acquisition

26. U.S. Air Force Acquisition Challenge Employees promoted leadership positions based primarily on technical ability Senior personnel lacking the requisite leadership skills for managing complex programs High turnover, lack of improvement and lack of innovation Cultural divide between operators and acquirers

27. U.S. Air Force Acquisition ALCP featured three key assessments MBTI: Identify innate preferences and to provide a common language for understanding different personality styles FIRO-B: Help individuals understand how their needs can shape their interactions with others TKI: Reveal how individuals handle conflict and how to adopt the most appropriate style for different situations

28. Thomas-Kilmann Conflict Mode Instrument (TKI) Applications include conflict management, team building, leadership development and retention Offers a pragmatic, situational approach to conflict resolution Effectively demonstrates how and when to use the five conflict-handling styles Updated norm sample scoring reflects the increased diversity of the U.S. workforce (gender and ethnic composition) The TKI assessment can provide a variety of insights into organizations and can be a useful tool for organizational conflict interventions. A copy of the Technical Brief for the Thomas-Kilmann Conflict Mode Instrument can be downloaded from:www.cpp.com/products/tki/TKI_Technical_Brief.pdf. The TKI assessment can provide a variety of insights into organizations and can be a useful tool for organizational conflict interventions. A copy of the Technical Brief for the Thomas-Kilmann Conflict Mode Instrument can be downloaded from:www.cpp.com/products/tki/TKI_Technical_Brief.pdf.

29. U.S. Air Force Acquisition Proposed Solution TSM Corporation�s �Acquisition Leadership Challenge Program,� a hard-hitting two-and-a-half-day program featuring the assessments Integrated self-assessment with focus on individuals and attention to their learning and leadership styles Provide deliberate, targeted, just-in-time skill development Focus on practical outcomes to improve basic elements of decision-making, conflict resolution and change management Extend offering to the operational community

30. U.S. Air Force Acquisition �The CPP assessments have helped people recognize that they are part of the problem and the solution.� -- Blaise J. Durante, Deputy Assistant Secretary for Air Force Acquisition Integration

31. U.S. Air Force Acquisition Specific Outcomes Improved teamwork and accountability Anticipate challenges and proactively create action plans that address blind spots Results-oriented behavior and motivation Bridging generational gaps among Traditionals, Boomers, Gen Xers, and Millenials to connect, motivate and innovate Realizing and appreciating the value of �little-d� diversity on teams�diversity of �thought� Signs of Change: One manager considering a potential termination re-evaluated the situation and realized he was misreading the employee�s behaviors and that the perceived �problems� were actually nonexistent. Another manager realized that she wasn�t as strong in some areas as she initially thought so she changed her hiring process to ensure that she brings on complementary hires.

32. U.S. Air Force Acquisition Results More than 2,000 seasoned government military and civilian workers from senior enlisted/GS-9 through O-6/GS-15 have attended and assessed the seminars for an average of 4.9/5.0 for �value-added� to them (unprecedented) Overall, Air Force Acquisition has seen marked improvement in productivity and organizational cohesiveness and an overall attitude marked by a �can-do� mentality A new foundational, common language for leadership expectations is forming

33. Q&A Additional Information and Resources at www.cpp.com New Products! Improved MBTI� Team Report FIRO Business� assessments and reports Case Studies U.S. Air Force Shell Australia CPP Sales Consultants / Customer Service Call: 800.624.1765 Email: custserv@cpp.com