(19) United States
`(12) Patent Application Publication (10) Pub. No.: US 2005/0033633 A1
`(43) Pub. Date:
`Feb. 10, 2005
`LaPasta et al.
`
`US 20050O33633A1
`
`(54) SYSTEM AND METHOD FOR EVALUATING
`JOB CANDIDATES
`(76) Inventors: Douglas G. LaPasta, Hawley, PA (US);
`Martha Mincer, Milford, PA (US);
`David Ladouceur, Westminster, CO
`(US)
`Correspondence Address:
`REED SMITH, LLP
`ATTN: PATENT RECORDS DEPARTMENT
`599 LEXINGTON AVENUE, 29TH FLOOR
`NEW YORK, NY 10022-7650 (US)
`(21) Appl. No.:
`10/912,433
`(22) Filed:
`Aug. 4, 2004
`Related U.S. Application Data
`(60) Provisional application No. 60/492,457, filed on Aug.
`4, 2003.
`
`Publication Classification
`
`(51) Int. Cl." ..................................................... G06F 17/60
`(52) U.S. Cl. ................................................... 705/11; 705/1
`
`ABSTRACT
`(57)
`Human resource System for collecting and analyzing Survey
`data from reference providers identified by a job candidate
`for use by an employer. The System sends an electronic
`communication to the reference providers to request
`completion of Survey questions and electronically receives
`the Survey data from the reference providers, preferably
`through webpages. An analysis module combines the
`received Survey data from the reference providers and
`generates a confidential candidate report for an employer
`which excludes identification of any ratings or comments by
`any reference providers. The System also generates custom
`ized interview probe questions for use during job interviews
`and coaching tactics for use after the hiring, based on the
`weak areas that have been identified from the completed
`Surveys in order to assist the hiring manager to bring the new
`hires up to Speed quickly and effectively.
`
`14
`
`
`
`Reference 1
`
`
`
`
`
`Reference 7
`
`15
`
`15
`
`Client
`Company
`
`Job
`Candidate
`
`S.
`
`
`
`Program Storage
`
`Set-up
`
`- 26
`
`collection
`Analysis
`
`28
`30
`
`? 22
`
`Data Storage
`
`Candidate
`
`
`
`Benchmark
`
`Survey
`
`34
`
`36
`
`38
`
`GUARDIAN EXHIBIT 1003
`Guardian Alliance Technologies, Inc. v. Miller
`
`1
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 1 of 24
`
`US 2005/0033633 A1
`
`
`
`
`
`
`
`
`
`ÁueduuOO
`
`T] z aouaja,38
`
`2
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 2 of 24
`
`US 2005/0033633 A1
`
`42
`
`44
`
`46
`
`48
`
`Purchase and Set-up
`
`Candidate and
`references D
`
`Survey Collection
`
`Analysis
`
`
`
`50
`
`Continuous Update
`
`FIG. 2
`
`3
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 3 of 24
`
`US 2005/0033633 A1
`
`
`
`Client
`Administrator
`
`52
`
`Access Website
`
`Enter Order
`Information
`
`56
`
`Enter Purchase
`Information
`
`Confirm Purchase
`information
`
`60
`
`Create Database
`Record
`
`62
`
`Send Confirmation
`
`FIG. 3
`
`4
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 4 of 24
`
`US 2005/0033633 A1
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`Hiring Manager
`
`
`
`Candidate
`
`66
`
`Select Survey
`
`68
`Enter Candidate
`information
`
`70
`
`Candidate
`Enters Reference
`Information?
`
`
`
`78
`
`Enter Reference
`information
`
`FIG. 4
`
`Send Email
`
`72
`
`
`
`74
`
`Access Webpage
`
`76
`
`Enter Reference
`Information
`
`5
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 5 of 24
`
`US 2005/0033633 A1
`
`
`
`
`
`
`
`
`
`8
`
`84
`
`86
`
`88
`
`Receive Email
`
`Access Webpage
`
`Enter Answers to
`Survey
`
`Submit Survey
`
`System
`
`Generate Email to
`References
`
`
`
`
`
`
`
`90
`
`Store Survey
`
`NO
`
`
`
`Sufficient
`for Report?
`
`YS
`
`94
`
`Send Email to Hiring
`Manager
`
`96
`
`Send Reminder
`
`Receive Email
`
`F.G. 5
`
`6
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 6 of 24
`
`US 2005/0033633 A1
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`
`Hiring Manager
`
`Access Webpage
`
`100
`
`Request Report
`
`
`
`102
`
`Generate Report
`
`Continue
`with hire?
`
`Generate Interview
`Questions
`
`Generate Coaching
`Suggestions
`
`FIG. 6
`
`7
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 7 of 24
`
`US 2005/0033633 A1
`
`120
`
`
`
`Wait One Month
`
`122
`
`
`
`Send Email to
`Hiring Manager
`
`
`
`
`
`
`
`
`
`Candidate
`Hired?
`
`Wait One Year
`
`Send Email
`Requesting
`Performance
`information
`
`Store Response
`
`
`
`Determine
`Correlation
`
`FG, 7
`
`NO
`
`8
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 8 of 24
`
`US 2005/0033633 A1
`
`TO ANSWER QUESTIONS:
`Please answer each question throughout the survey by clicking on the appropriate button under the number that
`best describes the extent to which you feel Mark Candidate uses these skills.
`If you cannot answer a particular question please leave it blank,
`AS YOUREAD EACH QUESTION, PLEASE KEEPIN MIND:
`
`EXTENT SCALE
`
`2
`little
`Exteth
`
`3.
`Stre
`Exter
`
`i
`Sittie fate
`Exter
`
`3.
`wery Great
`Extern
`
`Always
`
`NOTE - By scoring a candidate a "7" on any item, you are indicating that the candidate uses the skill at all
`times and under all circumstances. By scoring a "1"you are indicating that they never use this skill under
`any circumstances.
`
`Your responses are personal and do not reflect the views of any companylorganization to which you
`belong now or to which you have belonged in the past.
`
`To what extent does Mark Candidate
`1. Focus resources and energy on activities that will achieve the greatest
`
`Always
`Never
`1
`2 3 4 5 6 7
`
`
`
`
`
`
`
`
`
`O
`a
`
`C O C
`
`C
`
`O
`
`C C
`
`O O
`
`O C. C. C.
`
`Show resourcefulness in getting results under new or undefined business
`Conditions?
`Continue to pursue goals despite problems and setbacks by
`demonstrating confidence, persistence, and a sense of urgency?
`Seek commitment rather than passive acceptance to goals and priorities in
`working with others?
`Work with others to establish clear and realistic roles, responsibilities, and
`goals, as well as effective plans to reach goals?
`locococo
`6. value and accommodate diversity?
`• Listen intently to fully understand the needs and perspectives of others? ooooooo
`Demonstrate a genuine commitment to helping other people improve their
`effectiveness and succeed (e.g., by fully sharing information, expertise and
`resources), rather than always serving his/her own needs?
`Give helpful and constructive (rather than negative or punishing) feedback O
`on the performance of others?
`Recognize and praise others' efforts and accomplishments?
`Focus on getting results for the business rather than on "turf issues?
`Work to build strong networks with peer level managers, boss, and all
`
`O
`
`C C.
`
`ooooooo
`
`
`
`Encourage team members to develop strong positive relationships with
`each other?
`1 4
`"Show Support for the organization, its values, and its goals?
`15. Take personal responsibility for his/her actions and results, without
`blaming others or making excuses?
`Demonstrate high standards of personal integrity and credibility?
`
`C C.
`
`ooooooo
`O
`C
`C
`
`w
`
`F.G. 3A
`
`9
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 9 of 24
`
`US 2005/0033633 A1
`
`COMMENTS
`No matter how you rated Mark please type in below at least one area of "Strength" and one area in
`which the candidate "Could improve."
`
`This information is also anonymous. No one will be identified in the report as having written the
`continent
`
`Strengths:
`
`Could improve:
`
`
`
`10
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 10 of 24
`
`US 2005/0033633 A1
`
`
`
`Dear Mark,
`
`Congratulations on your opportunity to become a District Manager with Alpha
`Insurance Co.. As already explained to you, a critical step in the selection
`process is to electronically survey your references. SkillSurvey, a leader in
`Web-based referencing is the third-party service bureau that conducts this
`Survey.
`
`Click on the link below. It takes you to an on-line form where you can review a
`sample of the survey questions and input the information on the references you
`choose. Skill survey will automatically send the appropriate survey to these
`references. Responses will be e-mailed directly to Skill Survey, averaged
`together and sent to Alpha Insurance Co.'s hiring manager/administrator in the
`form of a report.
`
`Please click on the link (URL) below to begin:
`http://www.skill survey. Cort/eRef/email.php?CIDPFXY3smlw5foNg3g2&Sl
`
`to
`directed
`be
`Ca
`eReference
`regarding
`Questions
`customerservice (skill survey.com. For more information regarding Skill Survey,
`please visit www.skill survey... corn
`
`Thank you,
`
`Alpha Insurance Co.
`
`L G.
`
`11
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 11 of 24
`
`US 2005/0033633 A1
`
`
`
`Mark Candidate is applying for a District Manager position with Alpha Insurance
`Co., and has provided your name as a reference (along with at least 6 others)
`who has insight into his/her skills. Mark has authorized us to send you an e
`survey. Your confidential survey responses will be e-mailed directly to
`Skill Survey, a third-party service bureau and a leader in Web-based reference
`surveys.
`
`Skill Survey's policy is to maintain strict confidentiality of responses. Under
`normal circumstances, neither Alpha Insurance Co. nor Alpha Insurance Co. will
`see your responses because Skill Survey averages all responses together to
`produce the report. We will not produce a report without responses from at least
`three reference providers to ensure complete confidentiality of data.
`
`The survey is very quick and easy (about two minutes to complete). Simply click
`on the best numerical response for each of the 16 questions.
`
`Alpha Insurance Co. makes selection decisions based on a number of different
`criteria. The reference survey information, although important, is only one of
`the Inany factors considered.
`
`Take the survey by clicking on the link (URL) below:
`http://www.skill survey.com/eRef/survey. 2. php?OID-RYGsl
`
`to
`directed
`be
`Ca
`eReference
`regarding
`Questions
`customerservice0skill survey. coin. For more information regarding SkillSurvey,
`please visit www.skill survey, corn
`
`Thank you for your time,
`
`Alpha Insurance Co.
`
`LG1. O
`
`12
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 12 of 24
`
`US 2005/0033633 A1
`
`eReference Report: Tim Connington
`Management Position Survey
`Report Date: October 23, 2003
`Section One: Reference information - Tim Connington
`Submitted to Candidate on: October 22, 2003
`References Submitted by Candidate: October 22, 2003
`Number of References: 9
`Number of Responses: 7
`
`s
`Email
`
`rbrownG.companya.com Company A Business
`
`Dates
`
`Completed
`Companyl Type Of Worked as
`Survey
`Organization Reference Candidate's
`v
`Manager?
`Supervisor O1/OO. To 02/03 10/23/03
`O2/OO. To
`02/03
`O1/OO. To 02/03
`
`Changes:
`rohclu36Gaol.com
`
`Company A Business
`pany
`
`Name
`Roger
`BrOWn
`
`Ryan
`Holcom
`Dick
`Parker
`
`John
`Doen
`
`Janet
`Kinder
`
`Brown
`Delia
`Byers
`
`w
`10/22/03
`w
`06/00 To 02/03 10/22/03
`
`08/OO. To 02/03
`
`w
`10/22/03
`
`10/96 To 12/99
`
`No
`Ky
`10/96 To 12199 10/22/03
`
`Manager?
`Supervisor
`Subordinate?
`Direct
`Reports
`Subordinated
`Direct
`Reports
`Peer/
`Colleague
`Subordinatel
`Direct
`Reports
`Subordinated
`Direct
`Reports
`Peer/
`Colleague 09/98 To 12199
`No
`Client
`01/94 to 6/98 a.
`10/23/03
`Subordinate?
`(Y
`dbyers(a)companyc.com Company C Business .. O1/94. To O6/98 10/23/03
`
`dparkerGcompanya.com Company A Business
`
`jdoenG)companya.com
`
`Company A Business
`
`Changes:
`Bertha
`M. bmclaughinocompanyb.com Company B Business
`9
`Stanley
`Keizerton
`
`Company B Business
`
`smanstangyahoo.com
`
`jkinderG2companyb.com Company B Business
`brownocompanye.com Company C Business
`
`F. G. A
`
`13
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 13 of 24
`
`US 2005/0033633 A1
`
`Section Two: Survey Scores - Tim Connington
`The score for each competency was calculated by averaging the numerical responses and, based on research
`of probable reference responses, converting the average into a "very low" to a "very high" score. The following
`report displays the competencies and their scores grouped into themes (similar or related skills) to give you
`insight into the candidate's relative strengths in key performance areas. The scores with the lowest numerical
`averages are indicated using bold type and asterisks. This report is followed by comments gathered
`anonymously from the references regarding the candidate's strengths and areas where he/she "could
`improve"
`Very low or low score - Candidate seen as not having skill in this competency. If it is critical to the job,
`his/her ability to be successful in the job may be seriously impacted.
`Medium score - Candidate is seen as having some skill in this competency. However, he/she is seen
`as needing more skill or experience to be effective.
`High score - Candidate is seen as skilled in the competency but has room for improvement.
`Very High score - A "very high" score is an endorsement of perceived mastery in the competency.
`
`cla. &
`
`14
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 14 of 24
`
`US 2005/0033633 A1
`
`
`
`
`
`Ratings
`Company
`Reces Comp.
`from
`
`industry
`Comp.
`
`Overall
`Rating
`
`High
`
`Medium
`
`High
`
`Medium
`
`LOW
`
`Mediurn
`
`Report - Tim Connington
`competencies
`Competencies
`Managing the Business
`1. Focus resources and energy on activities that will achieve
`the createst results
`2. Show resourcefulness in getting results under new or
`undefined business Conditions
`3. Continue to pursue goals despite problems and setbacks by
`Medium
`Medium
`Medium
`Medium
`demonstrating confidence, persistence and a sense of urgenc
`Medium Medium Medium
`High
`Managing the Business Average.
`-
`Managing People H
`4, Seek commitment rather than passive acceptance to goals
`and priorities in workind with others
`High
`High
`Medium
`High
`5. Work with others to establish clear and realistic roles,
`responsibilities and goals as well as effective plans to reach
`goals
`6, Value and accommodate diversit
`7. Listen intently to fully understand the needs and perspectives
`of others
`8. Demonstrate a genuine commitment to helping other people
`improve their effectiveness and succeed (e.g. by fully sharing
`information, expertise and resources), rather than always
`serving his/her own needs
`9. Give helpful and constructive (rather than negative or
`punishing) feedback on the performance of others
`10. Recognize and praise others' efforts and accomplishments
`Managing People Average:
`
`High
`High
`
`High
`High
`High
`9
`
`Medium
`High
`
`High
`High
`
`Medium
`
`Medium
`
`Medium
`
`Mediurn
`
`2
`High
`Medium
`High
`
`High
`Medium
`High
`
`Medium
`Medium
`
`High
`Medium
`High
`
`Teamwork
`11. Focus on getting results for the business rather than on
`"turf" issues
`12. Work to build strong networks with peer level managers,
`bOSS and all support areas
`13. Encourage team members to develop strong positive
`relationships with each other
`Teamwork Average:
`Leadership
`15. Take personal responsibility for his/her actions and results,
`without blaming others or making excuses
`
`Medium
`
`High
`
`Medium
`
`Medium
`
`Medium
`
`High
`
`Medium Medium
`
`Overal Average;
`
`High
`
`High
`
`Mediun Medium
`
`15
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 15 of 24
`
`US 2005/0033633 A1
`
`Comments on Tim Connington's "Strengths" and "Could improve" areas
`Strengths:
`"Achieving success quickly in new challenges."
`"Compassion, focus, caring, goal-oriented, strives to get the best Out of each person, so
`they can reach their maximum potential."
`"Excellent business person. Honest and caring. Does what is promised. Very professional
`in all dealings. Has great respect in the community in civic and business matters."
`"Tim is the finest Manager have ever had the privilege of working with. His strongest skill
`is the ability to bring a team together with a sense of cause and resolve."
`"Tim gets his strength from his ability to divide long term goals into achievable shorter term
`goals thus inspiring enthusiasm in team members."
`"Tim has the proven ability to consistently develop very successful business units."
`"Tim is the best manager I have ever met. I've been in business 20 plus years and have
`counted on him not only to give me information on insurance, but to give me advice on
`managing. He is extremely good, especially in difficult situations."
`"Tim is very adept at helping producers recognize their natural markets, then assisting them
`with a marketing and goal setting plan."
`"Tim understands the market and the overall business we are in. He has great passion for
`what he does & is committed to achieving success at all cost. He is a very good General
`Sales Manager and is well respected by his peers in this business."
`
`Could improve:
`"Getting involved in issues with co-workers that are outside of business...trying to help
`people at work in problems that are not business related."
`"If I had to give one criticism of Tim, it would be that he gives people one more chance than
`I would. He so believes in his people, I think he takes it personally when they don't
`Succeed."
`"in his ability to understand and accept that not everyone can work at his skill level."
`"Self Confidence"
`"Should take more vacations. Works a great deal helping others."
`"Tim has so many strengths that they mask his weaknesses well. Tim could probably
`improve his ability to listen to others and make others feel their ideas have merit."
`"Tim is generous almost to a fault in personal relationships and should look to his own
`needs a little more."
`"Tim is such a strong agent advocate that, on occasion, he will persist with "minutia" in
`order to prove that his position was on target"
`
`FLG
`
`D
`
`16
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 16 of 24
`
`US 2005/0033633 A1
`
`Behavioral Interview Questions
`These questions focus on the candidate's lower scoring competencies (those where the numerical averages
`where lowest). Use them during future interviews to find out more about the candidate's skills, abilities and
`
`Question 1. Focus resources and energy on activities that will achieve the greatest results.
`Probing Questions:
`
`Ask: Talk about a time when you had to work with limited resources. How did you maximize the
`effectiveness of the resources you had? How did you know what activities would get you the "biggest
`bang for the buck"?
`
`s
`
`Look for: Ability to look at the big picture, to set priorities accordingly, and to let that perspective drive
`allocation of resources. Ability to resist distraction when there are multiple tasks at hand.
`
`Question 2. Show resourcefulness in getting results under new or undefined business
`Conditions.
`Probing Questions:
`
`Ask: How have you successfully managed situations where conditions or expectations were ambiguous,
`ill-defined, or otherwise difficult to perceive - whether it was because you were new to the situation, or
`because no one else knew what was going on either? How did you get the information you needed to
`proceed? What was most difficult about that kind of situation, and how specifically did you cope with it?
`
`Look for: Resourcefulness in dealing with ambiguity or lack of definition. Adaptability and flexibility in the
`face of uncertainty. Self-confidence in one's abilities, combined with a willingness to learn.
`
`Question 7. Listen intently to fully understand the needs and perspectives of others.
`Probing Questions:
`
`Observe during interview: How well does the candidate listen to you? Does he/she consider what you
`are saying? Does he/she use body language, including eye contact, body position, etc. in a way that
`indicates engagement in the conversation?
`
`Look for: Ability to focus attention on someone who is speaking to them. Ability to summarize another's
`point of view, and reflect it back. Willingness to yield "air time" to another.
`
`Question 9. Give helpful and constructive (rather than negative or punishing) feedback on the
`performance of others.
`Probing Questions:
`
`Ask: Describe a time when you helped a staff member or co-worker turn unsatisfactory or problem
`performance around, or brought to their attention a problem with the way they worked. How did you
`approach them, how did you address the problem, and how did the employee respond in terms of
`behavioral change?
`F. G. ). A
`
`17
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 17 of 24
`
`US 2005/0033633 A1
`
`Look for: Willingness to address performance issues head-on and in a timely manner. Ability to address
`others' shortcomings in a positive way, and encourage positive change. Understanding that when
`employees perceive they are being "criticized," it usually lowers their motivation and future performance,
`and weakens the relationship with the person giving the feedback.
`
`Question 12. Work to build strong networks with peer level managers, boss, and all support
`areaS
`
`Probing Questions:
`
`Ask: How have you utilized your relationships with peers and colleagues in the company to further your
`area's goals? Tell me about a time when you were able to leverage the networks that you had built within
`your company to accomplish a particular task. What went into establishing those networks in the first
`place? What specifically did you do?
`
`Look for: Ability to maintain and leverage peer-level relationships. Appreciation of the importance of
`establishing and maintaining internal networks. Understanding that this maintenance relies on:
`expectations that are clear to all parties; mutual commitment to common goals; constant attention to
`ensuring that the other person's needs are being met; and lots of ongoing communication and follow
`through to maintain trust.
`
`Question 13. Encourage team members to develop strong positive relationships with each other.
`Probing Questions:
`
`Ask: What have you done to bring your team members into closer and more effective relationships?
`What challenges have you had to overcome to make your team members work together smoothly?
`
`Look for: Awareness of, and ability to deal with, interpersonal relationships within teams, while not
`getting distracted from business goals by "soap operas." Understanding that strong, successful teams
`that are characterized by trust and cooperation rather than conflict and jealousy get consistently superior
`business results. Realization that fostering competition between team members, while sometimes
`attractive to a manager, has many downsides, and competition can degenerate into backstabbing and
`Conflict.
`
`FLG. D.
`
`s.
`
`18
`
`

`

`Patent Application Publication Feb. 10, 2005 Sheet 18 of 24
`
`US 2005/0033633 A1
`
`Coaching Tactics
`
`Question 1. Focus resources and energy on activities that will achieve the greatest results.
`Coaching Tactics
`Coach the new manager to do the following:
`
`o To ensure that all decisions, plans and activities are on target and will achieve the greatest
`results, first define the outcome you are working towards - the results you will get by
`completing the task or dealing with a problem.
`o When fixing problems or working on tasks, always ask yourself and your staff: "What is the
`outcome expected from this?"
`O Keep larger, longer-term business outcomes (e.g., better service, cost control) in mind as
`"touchstones" for all your activities.
`o Be sure that your short-term outcomes support longer-term directions. When you define
`short-term outcomes, ask: "What larger outcome is this supporting and actively moving me
`towards the accomplishment of?" If the answer isn't clear, you may need to reassess what
`you are doing.
`
`Question 2. Show resourcefulness in getting results under new or undefined business
`Conditions.
`
`Coaching Tactics
`Coach the new manager to do the following:
`
`o Understand that change and uncertainty are becoming more and more the norm in today's
`business environment.
`o Focus on the positive aspects of new or poorly defined situations - the potential for growth
`and development, the opportunity to help shape the new conditions, etc.
`o Analyze what one does know about the situation, identify the knowledge or skills that are yet
`needed, and locate the sources of such knowledgelskills.
`o include staff as active participants in the discussions on change, particularly on how to
`prepare. If they feel that they are prepared, they will embrace change more readily.
`o Be proactive in getting advice or perspectives from others; sometimes others can provide
`information or insights that one cannot see for oneself.
`
`Question 7. Listen intently to fully understand the needs and perspectives of others.
`Coaching Tactics
`
`o The best coaching in communications skills is to teach by example. Listen to others; don't
`just provide information or responses. Give the other party "air time." Show that you're
`interested. Summarize, clarify or empathize as appropriate. Maintain eye contact and speak
`slowly and naturally. Put warmth in your voice.
`e After an interaction that you have both witnessed or participated in, point out to the new
`managerlsupervisor examples of others listening well or poorly.
`o Help the new manager become more sensitive and perceptive about body language and
`facial expressions, and how to read what others are "saying behind their words." It is easy to
`be misinterpreted regarding this practice, but it is also easy to correct misperceptions with a
`little feedback and coaching.
`
`1G. S. A
`
`19
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`Question 9. Give helpful and constructive (rather than negative or punishing) feedback on the
`performance of others.
`
`Coaching Tactics
`For feedback to be helpful, it needs to be clear and have the staff member's buy-in. If it is perceived as
`unhelpful, it is less likely the staff member will act on the feedback and more likely helshe will try to avoid
`getting feedback in the future. To make feedback feel helpful, a manager should:
`
`Start any discussion by stating a helpful outcome - e.g., "I want to give you some feedback
`on your approach so you can continue to improve and become the best sales person we
`have." An outcome the person can buy into will make them want to listen carefully to the
`feedback.
`Focus the feedback on future results, rather than critiquing the past. Even though it is their
`recent performance that is prompting the feedback, it gives it a better context to phrase it in
`the future - e.g., "The next time you approach a similar situation, you should..." This avoids
`"you did this"/"no I didn't" discussions.
`Make sure staff members can take specific actions in response to the advice. Timing is
`important. The best time to have the discussion is just before they are going to engage in
`the same situation or task again. However, it should be delivered in a timely fashion, not
`dumped on the staff member a year later.
`Give positive feedback tool Managers see their job as "correcting" wrong performance. So,
`given the time constraints of a busy job, they tend to give corrective feedback. But constant
`corrective feedback can be seen as "attacking," and most people either shut down and not
`listen or get angry when attacked.
`Make sure that feedback is based on Criteria that are clear, well-understood, and previously
`agreed-on. Getting agreement on the Criteria for measurement during feedback will not
`Work
`
`Question 12. Work to build strong networks with peer level managers, boss, and all support
`areaS
`
`Coaching Tactics
`Coach the new manager to do the following:
`
`Focus on shared outcomes. Have regular discussions with one's partner(s) on the issues or
`pressures in his/her business so you know what is important to him/her. Do not start
`discussions by focusing on where you disagree, problems you are having, or what you want
`from your partner, but by focusing on outcomes - what you both are trying to achieve by
`working together on an issue. Emphasize how that Connects with your Customer's needs:
`Don't come into discussions with partners with a predetermined idea of what would be the
`best answer, but allow answers to come Out of mutual discussion.
`Be proactive in finding out what one's partners need.
`Be clear and specific in laying out mutual expectations with partners.
`See your partners as a part of your business "family." Once you have established shared
`outcomes, actively look for ways to support your partners. Part of your job is spending time
`helping your valuable partners. It will help you achieve your results.
`Care about what your partner is saying rather than just waiting for your turn to speak.
`Listening and responding sends the message that you are engaged in a dialogue, not a
`debate. in discussions, validate your partner's input, let him/her know he/she has a good
`point and add to its content, as opposed to always finding the "flaw" in what he/she said.
`
`Question 13. Encourage team members to develop strong positive relationships with each other.
`
`Coaching Tactics
`
`FLG. 33
`
`20
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`
`o if the manager makes the decisions for the team (work group), calls all the meetings, does
`all the coaching and mentoring, and gives the support needed, then the team has no reason
`to work with each other. Given the time constraints on a manager and the need for synergy
`to stretch limited resources, having staff members work as a team is necessary. Therefore,
`it is important for a manager to step away from filling pivotal roles for every direct report. To
`do this, the new manager should be encouraged to:
`o Set the expectation with the team that everyone will share the responsibility for the
`performance of the team and will work to support each other.
`o Occasionally delegate the role as leader and mentor to others on the team - choosing staff
`members that can handle meetings or work with another staff member as a resource on a
`task, and asking them to step in.
`o Ensure that the team discusses and develops some common goals. Sharing common goals
`that everyone cares about and wants to meet is often the most powerful"glue" that a team
`Can have.
`o The manager should set the expectation that sharing is a positive behavior and a part of the
`job, and be specific with examples that would result in better performance.
`o Encourage the new manager to reward sharing behavior when he/she sees it. Even a
`simple "Good job, you worked well together on this" can be powerful,
`o Look for team rewards. It can be hard on teamwork if every reward is for individual
`contribution. Add team rewards even if they are not monetary. Find something that works
`within one's situation - e.g., dress-down days, shared pastries, or rotating "late days" where
`they cover for each other. Ask the team what they would like to make sure it is valued.
`o The new manager should be sure to have regular team-building activities, and make sure
`that meetings are held only when needed. Always have "strengthening the team" or "making
`the team more effective" as one of the topics.
`
`Ple. 3C
`
`21
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`Patent Application Publication Feb. 10, 2005 Sheet 21 of 24
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`Report - Candidate Comparison Job Description - Project Manager
`Candidate Candidate Candidate
`#1
`High
`High
`Medium
`FIFIF
`. . .
`.
`Medium
`High
`: -la
`Medium
`
`OVERALL SUMMARY
`OVERALL SUMMARY
`Managing the Business
`1. Focus resources and energy on activities that will
`achieve the greatest results
`2. Show resourcefulness in getting results under new or
`undefined business conditions
`3. Continue to pursue goals despite problems and setbacks
`by demonstrating confidence, persistence and a sense of
`UCeC
`Managing the Business Average:
`Managing People
`. Seek commitment rather than passive acceptance to
`ther th
`4. Seek
`t
`Goals and priorities in working with others
`5. Work with others to establish clear and realistic roles,
`responsibilities and goals as well as effective plans to
`reach goals
`6. Value and accommodate diversit
`7. Listen intently to fully understand the needs and
`perspectives of others
`8. Demonstrate a genuine commitment to helping other
`people improve their effectiveness and succeed (e.g. by
`fully sharing information, expertise and resources), rather
`than always Serving his/her own needs
`9. Give helpful and constructive (rather than negative or
`punishing) feedback on the performance of others
`10. Recognize and praise others' efforts and
`aCComplishments
`Managing People Average:
`
`Teamwork
`. Focus on getting results for the business rather than on
`ther th
`its for the b
`t
`11. F
`"turf" issues
`V
`12. Work to build strong networks with peer level
`managers, boss and all support areas
`13. Encourage team members to develop strong positive
`relationships with each other
`Teamwork Average:
`Leadership
`Show support for the organization, its values and its
`f
`15. Take personal responsibility for