Horizon Point Consulting

Category: Beyond Work

Beyond Work is our line of resources for people and community leaders looking for something new and innovative outside, be it a new job, career change, or personal development outside of work.

  • The Essentials of Professional Development

    The Essentials of Professional Development

    Written by: Steve Graham

    As a coach, I often work with clients who are needy for knowledge.  They desire to grow professionally and often feel stuck in their current work environment.  It is no secret that when an organization values developing their people, the benefits for both the employee and organization are numerous.  The benefits often include: lower turnover, increased engagement, and a smarter workforce. Professional development goes beyond cookie-cutter training programs.  It involves a deeper commitment to learning.

    Learning can take various shapes within an organization. It can be organic, formalized, personalized, or on-demand.  Whatever the shape, the approach to learning is the first essential of professional development.  According to Dr. Brad Staats, Associate Professor of Operations at the University of North Carolina’s Kenan-Flagler School of Business: “Today’s fast-paced, ever-changing, global economy requires us to never stop learning or we risk becoming irrelevant.”  Dr. Staats’ recent publication, Never Stop Learning: Stay Relevant, Reinvent Yourself, and Thrive, illustrates the importance of making the lifelong investment of learning.

    The second essential of professional growth is to take the lead in your development.  Do not wait on your organization to offer growth opportunities. There are various resources available, and some are even free.  Resources include:

    1. Continuing education/certification programs from professional associations.

    2. Higher education-based professional and graduate certificate programs.

    3.  LinkedIn’s Lynda.com

    4. Free online courses, like Massive Open Online Courses (MOOCs).

    5. Webinars, TED Talks, seminars, and conferences.

    The third essential of professional development is finding a style of learning that works for you.  Do you prefer a structured learning program and in-person environment? Or, do you want to work at your pace and complete learning via a virtual (online) program?  These are important questions to answer before you search for the right opportunity. Some virtual programs offer digital credentials, like a badge, that adds to your professional credibility.   

    Creating a professional development plan is the fourth essential of professional development.  The plan will serve as a guide in setting development goals, deadlines for completion, and illustrating how the professional development fits into your overall career or professional brand.  For example, if your work requires project management, or if you desire to become a Project Manager, then becoming a Certified Project Manager would be a goal.

    The professional development plan should identify the areas you desire or need to grow, and what methods will be used to attain these goals? How will you use the new knowledge?  Whatever your plan, make sure you have enough interest to pursue additional learning in that area. Growing as a professional also means growth as a person. There needs to be an alignment between “who we are” and “what we do”.  This is one path to finding satisfaction in our work. Professional development can offer more confidence and career opportunities.

    No matter your position within your organization, you need to focus on growth.  Learning also helps with brain health. A study by Harvard Medical School found that “Every brain changes with age and mental function changes along with it. Mental decline is common, and it is one of the most feared consequences of aging. But cognitive impairment is not inevitable.”  If you want to stay relevant and confident, then invest in professional development.  

    About the author: Steve Graham serves as Vice President for Marketing, HR Business Partner, and college instructor. He holds graduate degrees in management and higher education. As a life-long learner, he has additional graduate and professional education in executive & professional coaching, health care administration, and strategic human resource management.

    He is a certified HR professional with The Society for Human Resource Management, a certified coach with the International Coach Federation, and a Global Career Development Facilitator. His professional memberships include: The Society for Human Resource Management, the American Society for Healthcare Human Resources Administration, Association for Talent Development, and International Coach Federation. LinkedIn.com/in/hstevegraham


  • 5 Tips for Using Assessments in Hiring

    5 Tips for Using Assessments in Hiring

    In a difficult hiring market, it is hard to think about adding another layer to your hiring practices that potentially screens people out instead of in.  As one hiring manager said to me last week, “I just need people with a pulse.”

    But one reason why you may be hunting for people that are alive and not much more is because you aren’t hiring the right people to begin with, so turnover is a challenge and a cost to you in more ways than one.

    If done correctly, assessments can be a valuable part of your hiring strategy.  To maximize assessments:
    1. Don’t test selectively.  You need to determine which assessment(s) you are going to use and when in your process you will use them, then test all candidates that get to that step in the process.  Deciding to assess some and not others can open up a lot of problems in 1) finding value in the tool(s) 2) defending you hiring practices in the case of any legal issues.

    2. If using a self-report assessment, use a normative assessment.  Normative assessments are those that are normed to a sample population. This is different than a self-report assessment that isn’t compared to a fixed standard.  

    Examples of popular tests that aren’t normative are DiSC, MBTI and Strengths Finder.  These assessments, while valuable given the correct usage, aren’t designed to make hiring decisions.  They can be useful in the hiring process to consider a person’s personality/style and ask good questions in an interview, but they aren’t for screening candidates in or out because there isn’t a comparative standard to do that.

    3. When you use a normative assessment, you need to create target ranges (scores) for the assessment dimensions for the positions you are hiring for.   For example, if you are hiring a customer service representative for your company and you are considering using an assessment that has the dimension of “conformity” on it.  The scale is 1-10 ranging from 1 requires structure to perform to 10 not comfortable/successful performing in a structured environment. You have a very structured script and process for how your representatives answer the phone, talk to customers, and document issues and resolutions in your system.  Therefore, you may set your target range that the person needs to score between 2-4 to be an ideal candidate for your position of a customer service representative.

    All this being said, there are a variety of ways to set the targets including subjective analysis by managers, job analysis, generic industry models, and/or by comparison to your current top performers.  We recommend a combined job analysis and comparison to your top performers’ method.

    4. Check for Validity & Other Important Factors.  There are a variety of types of validity and important considerations:

    • Face Validity– Does it really measure what is says it measures?  Does the conformity measure actually measure for conformity?
    • Predictive– Does it predict success on the job?  1) Is exhibiting conformity relevant to success as a customer service representative at your company? To what extent do customer service representatives need to be 1 to 10 okay or is conforming to be successful here?  Is a 6 on a scale of that too high?

    This is why we recommend setting your ranges based on comparison to your top performers.

    • Reliability: Are scores consistent? Will the same person taking the test multiple times get the same score?  If I take the test today when I’m in one mood where I’m feeling rebellious because of someone trying to control me, will I get the same score on conformity when I take the test a week later and I’m at work as a customer service representative that requires conformity?
    • No Adverse Impact: The test does not discriminate against any protected class.  Will Caucasian females scoreless on my measure of conformity than Asian males on my measure of conformity as a population in a way that is statistically significant?  
    • Administrative: Is the test easy to use and administer in terms of giving the test, receiving results, and understanding them?  In this day and age, is the test mobile friendly, does it have features that accommodate for people with disabilities, etc.?  These are all things to be considered. 

    5. Train hiring managers on using the assessment.  If those making hiring decisions don’t know about the test and/or understand it, they won’t use it or they will discount its value.  

    Set up training to walk through details of the assessment with all hiring managers, get their input and feedback and help them use the assessment to their advantage.  Keep data on the value of the assessment and share it with hiring managers at regular intervals and set-up a time to onboard new hiring managers on your entire hiring process, including the selection instrument.

    We are excited to announce that Horizon Point has launched a sister company, MatchFIT, LLC, that applied these best practices in the design of an assessment to help companies find the right talent through a work values-based approach.   In addition, the assessment will help companies diagnosis their organizational FITness in order to determine if they are a place that will attract the right kind of talent.

  • 3 Ways to Create Insights for Learning Transfer

    3 Ways to Create Insights for Learning Transfer

    “Mom, I made a connection!” we hear our son say quite frequently now.

    We didn’t teach him about “connections” so someone at school must be talking about paying attention to be able to make connections between information and learning.

    For example, a couple of weeks ago they read a book about Rosie an Engineer and then “engineered” a plane to see if it would fly.  He loved it- the building the plane part, not the reading ☺

    This past weekend, he was playing in the front yard and came running in. “Mom, Mom! Come outside, I need to show you something.”

    I walked outside with him and he showed me how a nerf plane flew better if he threw it from one direction better than the other direction.  

    I asked him, “What do you think caused it to fly better that way instead of the other?”

    He said, “It’s like my Rosie plane, the wind direction affected it.”

    Lightbulb moment.  A connection.

    I love watching the lightbulb go off for him.  Really, I love watching the lightbulb go off for anyone. It is one of the joys of training people.

    What he calls a connection and what I call a lightbulb moment is what two speakers at the 2019 SHRM Talent Management conference call insight.

    Dan Heath talked about creating moments of insight is a key driver in creating moments.  

    David Rock, Founder of the NeuroLeadership Institute, discussed how insights are a critical thing that has to happen in order to create habits that can help transform organizational culture.

    Insights change our world and our opinions and help us make sense of things in order to apply that learning to other things. It happens when your unconscious is solving the problem. The moment something comes together, it generates the motivation to change.

    In other words, because my son learned in one context, he turned to face the other direction in throwing his nerf plane. He changed his behavior.

    In a training example, it comes when a manager sits through two days of DiSC training to learn how to better understand himself and others. He goes back to the office and three days later is discussing a “problem” employee with the HR Manager. There he says, “You know, I’ve always thought Jim was just a jerk, but now I see it might just be that his personality is a C style. Let’s talk about how the DiSC model could be applied to me helping him.”

    Lightbulb.

    So how do you create insights in learning and in life?

    1. Identify one or two critical insights you want to transfer.   

    My son’s teacher may have identified that she wanted the students to understand that 1) a structure’s design and 2) the external environment affects a product’s ability to perform.   Based on that, she designed activities to help the students realize this for themselves.

    In training, I want people to have a lightbulb moment that we are all more similar than we think we are. I want to transfer that we are more the same than we are different, all with the goal to establish empathy.  I use a Tell Your Story activity to do this, and then I get all participants to share the 3-5 critical stories that have shaped their lives. Undoubtedly, this starts off as very difficult, but in the end, connections are formed that would haven’t ever been expected.  Which brings me to my next point…

    2. Blend storytelling and science.  

    We internalize stories more than we do facts, but we need facts to convince people. Especially logical business people. The most effective speakers and trainers blend both.  They use a story to support the science they are trying to get across. Case in point, I attempt to start most of my blog posts with a story to illustrate a point that is grounded in some research. (Sorry if I’m continually boring you with stories about my kids to make a point).

    If you want the science behind insights, read this. (You will have to join to access it.)

    3. Allow for Quiet

    Insights come from a quiet brain (see the research).  If you are training, ask a question, and then pause for three minutes before getting responses.  Give people time to create insights through a quiet brain.

    I think this also extends to simply allowing for margins in our life in order to create the quiet brain we need for insights to take place.  

    Maybe we all need some time to play in the front yard without pressure to be somewhere next or get something done.

    When have the greatest insights in your life occurred for you? How has your behavior changed as a result of it?

  • Is Your Organization Prepared for the Future?

    Is Your Organization Prepared for the Future?

    “Before companies can start to think about their succession plans, they have to understand their jobs.” – Sharlyn Lauby, President of ITM Group, Inc.

    For the past few weeks I’ve been focused on helping a client complete a People Review of their top talent and outline their succession plan. Each April they complete the People Review, evaluating their top talent on the areas of performance and potential, risk of leaving the organization, and mobility within the organization.

    In working through this process with them, I’ve discovered that for most of their key employees, they don’t have a good succession plan in place. Both in regards to what would be the next step for the employee as well as who could step into the role should the employee leave the organization. Given the tight talent market right now, this is very concerning to them, and to me.

    So how can companies evaluate their employees for succession planning and what steps do they need to take to ensure they have options?

    1. Conduct an assessment annually of your key positions. Notice I said positions and not employees. What positions within your organization are critical to the success and sustainability of your organization? What are the responsibilities of those positions? Is there a logical promotion track from one key position to another?
    2. Evaluate your current staff. Once you’ve identified those key positions, then take a look at the employees who currently fill those roles. Assess them on their current performance and their potential. As I’ve told each of the managers I’ve met with, just because someone ranks lower on performance and potential doesn’t mean they are a bad employee, it may just mean that they haven’t been in their current role long enough to gain the full scope of knowledge needed to be a high performer or have high potential.
    3. Communicate. Once you’ve assessed your key employees and determined those who could move up within your key positions if needed, have a conversation with them. There is nothing worse than creating a succession plan only to find out when the time comes that the employee doesn’t want to move up into the position you’ve designated them for. Find out where they see themselves going in the organization and make sure it aligns with the plan you created. If it doesn’t, you may need to reevaluate your plan.
    4. Provide training and support. After you assess the key employee’s current performance and potential and ensured that your vision and theirs match, you need to create an action plan to help them get to that next level. What areas of performance or potential do they need to strengthen in order to be successful in a new role if and when the time comes? The client I’m working with conducts Individual Development Reviews each September, but they do not tie those IDRs back to the information they gleaned through their People Review, so they are not creating an action plan or setting goals that are aimed at helping those key employees be prepared for the next level.

    “If you fail to plan, you are planning to fail.” -Benjamin Franklin

    If your organization were to lose a key employee tomorrow, do you have a plan in place to respond and minimize the impact to the organization?

  • 5 Things To Consider in Pursuing Passion in Work

    5 Things To Consider in Pursuing Passion in Work

    I always seem to get the best insights into my children’s minds from the front seat of the car when they don’t think I’m listening.  It usually comes in the form of backseat dialogue between themselves and a friend.

    One particular day driving to baseball practice, a friend of my son’s was with us and he out of the blue stated, “I want to be a lawyer when I grow up.”

    My son responded, “Why?”

    “So I can make a bunch of money,” he said.

    I guess my son saw this as an invitation to declare what he wanted to be when he grew up as well.

    “Well, I want to be a Pokemon collector when I grow up,” he said.  “And, also, I’ll work at Target where I can help people find Pokemon cards they like.”

    I resisted the urge from the front seat to insert myself and say, “What?!?” Then, I realized, he’s eight.  No need to argue about his current passion being his career.  It will change (his passion and his career choice) I’m sure, no less than a dozen times before he is really old enough to be employed.

    But it does beg the question, should we pursue passion in our work? And should we encourage our kids and others to do so?

    Does our passion lead us to work or does work lead us to our passion? 

    Passion is one of our values at Horizon Point, so you might find me hard pressed to argue against pursuing passion at work, but some recent reading and listening have provided some context for these questions.

    The Passion Paradox and Adam Grant’s WorkLife Podcast: The Perils of Following Your Passion are both great things to check out on the subject.

    I think I can sum up  both the book and the podcast best with the thought Angela Duckworth shared on Adam’s podcast and that is this: We often use “follow” your passion when it should really be “develop” your passion if we want passion to guide us in a healthy way. It’s not the noun “passion” we get wrong, it is usually the verb we put with it.  Fleshing this out means:

    1. Following seems to convey that passion is already inside us and we know exactly what our passion is.  Most of us are unsure of our passions and how they can or should translate into work.
    2. Following also seems to convey something that we do with blind devotion. As The Passion Paradoxpoints out, this kind of myopic thinking can lead us to do really bad things.  There is a dark side to passion whether it is in work or in any aspect of our lives. 
    3. Developing your passion, instead leads us to seek out opportunities for exposure and learning where we can grow and discern what we like and don’t like.
    4. Developing leads to growth and expertise.  In order for passion to be something we can make a living at doing, we most likely have to be somewhat good at it.
    5. Developing emphasizes the journey, not the destination.  When we are only focused on the destination number two above, the dark side can kick in.

    As was pointed out on the WorkLife Podcast episode, it makes sense that passion is also a word used to relate to relationships.  

    Is passion a component of dating and marriage?  Yes, it usually is a spark that starts things and hopefully shows and sustains itself over the course of a lasting marriage.  But is it present all the time?  If you’ve been married for any length of time, my guess is you would easily answer, “No”.   And if a relationship is only about passion, my guess is your response would also be “No” if I asked you if that relationship is sustainable.

    Passion is the pursuit of that which fulfills and sustains in a way that is more often than not, bigger than ourselves.  It is unselfish at its core.

    So, although my son thinks that he can make a living working at Target selling Pokeman cards to others, at least he isn’t picking it for the money.   As his interests and passions develop, I hope doing something greater than helping himself stays core to what he wants to be when he grows up.

    Like this post?  You may also like:

    More from Adam Grant: Stop Asking Kids What They Want to Be When They Grow Up

    The Point Blog Posts on Passion