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Finding Solutions for Your Company’s Most Pressing Needs

Past Successes

Selecting Better Retail Store Managers

Assessment Centers

Situation

A premier specialty retailer of home furnishings and gourmet cookware in the United States was in a heavy growth period, opening a new store each month. They could not afford to make a wrong decision when it came to selecting management teams for their stores.

Solution

After a thorough review of management responsibilities and direct observation of representative stores across regions, E·A·S·I–Consult and the customer determined that an Assessment Center would fill their needs. E·A·S·I–Consult worked with SMEs to develop a Store Management Competency Model. A full-day Assessment Center was developed around the competency model and validated.

Outcome

The Vice President of Store Operations now has an objective tool to identify the competency level and readiness of candidates for store manager and assistant manager positions.

Increasing a Company’s Global Competence

Expatriate & Family Assessment

Situation

A U.S. based energy company found itself becoming a global organization based on international acquisitions. To increase the company’s global competence, it found the need to move a number of employees on three-year assignments. These million-dollar decisions involved not only employees, but their families. The company wanted to do everything it could to ensure the success of its million-dollar investment.

Solution

E·A·S·I–Consult proposed its leadership assessment process (see Leadership Assessment) for the employee with a few additions. A cultural readiness test was added to the assessment battery, and also given to the spouse. A video-based family interview was conducted by the assessor to answer questions or identify issues for family members. Cultural readiness results were discussed with the employee and spouse. Overall assessment results were discussed with the employee, overseas supervisor and local human resources. Solutions were identified to address potential issues that arose during the process.

Outcome

In the 10 years the program has been in place, no assignment has been terminated early. Most assignments have achieved their developmental objectives. Employees and their families have repatriated successfully. Most employees continue to provide a more global perspective in subsequent assignments for the company.

Improving the Way Naval Aviators are Selected

Testing Navy Pilots

Situation

The U.S. Navy has used its Aviation Selection Test Battery (ASTB) to identify potential pilots for over 30 years. During this time, some of the test items had become outdated and some items became familiar in the aviation community. E·A·S·I–Consult was asked to update the test by creating additional test items allowing for random forms of the tests.

Solution

After reviewing Navy Aviation training material and interviewing subject matter experts, E·A·S·I–Consult delivered test items for the five ASTB tests. Many included visual graphics to measure spatial orientation skills of pilot candidates. We also identified the industry-leading item management system most suited for the Navy’s needs.

Outcome

The item sets included 15% more than was requested to ensure customer complete satisfaction. The Navy was extremely happy with us the quality of the test items. After reviewing the quality of the visual graphics provided by E·A·S·I–Consult, the customer contracted with E·A·S·I–Consult to replace all of the remaining similar type questions.

Scientific Research in Action

Using Learning Agility Scores in a Succession Planning Discussion

Situation

A major Midwest healthcare organization invested substantial time and money in a comprehensive leadership development initiative for its top 200 leaders. As with most organizations, identifying and developing high potential leaders is essential for continued growth in their market. Part of the initiative included having each participant complete a number of assessments including the Burke learning Agility inventory. The CEO of the healthcare organization asked how the learning agility information could be used in their succession planning discussion.

Solution

One of the tools the organization uses in their discussion is the well-known nine-box, which ranks participants on their current performance and the potential to take on new and complex assignments. E·A·S·I-Consult used statistical procedures to analyze the learning agility scores and performance ratings for participants in the leadership program. An algorithm was determined to offer estimates of leadership potential for their nine-box.

Outcome

The approach resulted in a more focused and informed discussion around leadership potential. Succession planning decisions were made with greater objectivity and the executive team responded that they had greater faith in the process.

Improving Individual Performance Through Coaching & Leadership Development

Coaching & Executive Development

Situation

A global manufacturing organization instituted a high-potential program for a group of executives in Asia. These individuals were fulfilling critical roles in the organization, but in all cases were seen as having developmental challenges that would potentially affect their ability to be successful. The organization’s sponsor had previously exposed this group to feedback on the Hogan Personality Inventory. The most pressing issue the executives faced were situations they had never faced before.

Solution

The project sponsor decided to expose this group to the Burke 360° Learning Agility Survey. Initial one-hour feedback sessions were conducted with the participants on their survey results. One month later, a second session was conducted with the E·A·S·I–Consult facilitator and the participants. The participants summarized what they learned from the 360°ree; survey experience and how they were going to apply these learnings to their development plans. A third session was held with the participants, E·A·S·I–Consult facilitator and the Program Sponsor. Each participant described their developmental plan and how their successes would be measured.

Outcome

Participants went off to execute their development plans. They were provided with help, as needed, by the Sponsor or E·A·S·I–Consult facilitator over time. It was arranged for one of the highest potential individuals to participate in a 9-month coaching program as the role he was filling was critical to the Region. The coaching allowed the participant to prepare for and debrief, before and after critical events. The participant and the Sponsor felt this additional coaching effort allowed this person to succeed in a very challenging assignment.

Helping a European Company Navigate U.S. Employment Law

Employment Law / Selection Audit

Situation

A Denmark based cancer diagnostic healthcare organization hired a well-known U.K. consulting firm to develop an Assessment Center (AC) to help them hire better qualified managers for their European facilities. After the AC was completed, the customer decided to expand its use to their U.S. facilities but wanted to ensure it met state and federal employee selection guidelines.

Solution

E·A·S·I–Consult conducted a systematic review of the U.K. developed AC materials and the development process, looking for evidence that essential steps for validating the AC were followed. We outlined key areas where additional information and validation steps would be needed to support the AC under U.S. employment standards and coached the U.K. consultant on the most efficient way to bring the AC up to standards.

Outcome

The U.K. consultant followed our recommendations for documenting validation steps already taken and collected additional job analysis information. The customer expanded the use of the AC, as planned, and now has a technical report to support the validation of the AC for use in their U.S. facilities.

Aligning Individual and Organizational Performance with Company Values

Leader Competency Modeling

Situation

A large regional, multi-facility healthcare organization asked for E·A·S·I-Consult’s help in revising and making more specific a list of transformational competencies. The competencies would be used to create a 360-feedback tool for their high potential leaders.

Solution

It took several iterations between E·A·S·I-Consult and the customer to reach the point where the competency language was behaviorally specific and organizationally correct. One of the applications resulting from the new model was a multi-rater survey to be used in the company’s high potential leadership program.

Outcome

The 360-competency tool is one of the core elements used by the organization to give feedback to their high potentials on their strengths and areas needing development. The program is in its fourth year and the executive team depends on this cadre of individuals to be ready to fill the company’s key talent openings.