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CPP Webinar: Leverage your MBTI® knowledge to help healthcare providers deliver better outcomes

Jan 28, 2015 in CPP Connect | 1 comment

Now’s the time to help doctors, nurses, technicians, and others in the healthcare field understand how their personality preferences affect their communication and patient care styles—and how making small, deliberate changes in style can profoundly improve their patients’ overall care and satisfaction.

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In honor of Judi Grutter

Dec 23, 2014 in CPP Connect | 2 comments

We are sad to say that the career development community has lost one of its best authors, influencers, educators, and friends – Judith "Judi" Grutter

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Highlights from the 2014 MBTI® Users Conference

Dec 2, 2014 in CPP Connect | 0 comments

The second annual MBTI® Users Conference was proudly hosted at the prestigious Conrad Hotel in Dubai, UAE, on October 16, 2014. A thriving center of economic growth, business development, and travel, Dubai provided an unparalleled location for attendees to share best practices, learn about innovations in MBTI applications, and connect with the MBTI community.

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Celebrating the TKI and Systemwide Conflict Management

Nov 13, 2014 in CPP Connect | 0 comments

On the occasion of the 40th Year Anniversary of the TKI assessment, I’d first like to highlight some of the key features of the TKI that enable people to improve how they resolve their interpersonal conflicts (whether at home or at work). Then I’d like to encourage people to apply their improved conflict management skills to transform their surrounding systems (including cultural norms, strategies, structures, reward systems, and work processes) that tend to dominate organized action. In fact, by successfully addressing the “systems/person paradox” (80% of what takes place in an organization is determined by its systems, while only 20% is actually driven by people’s own preferences and skills), systemwide conflict management can successfully empower members to self-design and self-manage most of what influences their organizational behavior, satisfaction, and results.  The TKI is based on two underlying dimensions: assertiveness (my attempt to get my needs met) and cooperativeness (my attempt to get your needs met). The TKI Conflict Model captures the entire spectrum of satisfying “my needs vs. your needs” with these five conflict-handling modes: competing (high assertiveness; low cooperativeness), accommodating (high cooperativeness; low assertiveness), compromising (moderate in both), avoiding (zero in both), and collaborating (high in getting both my needs and your needs met).   The first version of this conflict management model was presented inBlake and Mouton’s 1964 book, The Managerial Grid. The authors plotted five behavioral modes on two dimensions: concern for production and concern for people. From the mid to late-1960’s, Blake and Mouton, Lawrence and Lorsch, and Jay Hall each developed a self-report instrument to assess the five conflict modes. But a big red flag soon appeared with these early attempts at developing a self-report measure of conflict-handling behavior: Most people reported that they usually collaborate with others and rarely avoid conflict. Yet this consistent finding did not jive with how respondents’ conflict behavior was experienced by their peers, bosses, and subordinates!   Dr. Ken Thomas and I surmised that a significant “response bias” had inadvertently been introduced into the measurement process: The three self-report instruments from the 1960s were implicitly motivating people to describe their behavior as collaborating, since the test items for the collaborating mode sounded much more “socially desirable” than the test items for the avoiding mode. In fact, these three instruments were really measuring how important it was for a respondent to “look good” to himself and others—rather than assessing the respondent’s actual conflict-handling behavior.   To overcome this “looking good” bias,”...

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The MBTI® Assessment in Action at ASU

Oct 24, 2014 in CPP Connect | 0 comments

On Monday, June 9 2014, 36 high school counselors from across Colorado gathered in our sunny library lobby for a crash course on the MBTI tool and how it can be used in college counseling. All the participants were able to take the assessment before arriving on campus and were given their results at the workshop.

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Technology & Succession Planning

Oct 17, 2014 in CPP Connect | 0 comments

 As part of the “Cycles of Success: Employee Engagement, Career Development & Talent Management” series (visit www.cpp.com/4u), we conducted several interviews with Nicole Trapasso, divisional director of HR and organizational development at CPP, Inc. Over the next few months you’ll see blog posts from these interviews and more on topics related to talent management and the phases of the talent management life cycle. If you’d like to read more about career development from the personal or employee side, you can find the first blog post in the series here: http://www.cppblogcentral.com/cpp-connect/introduction-to-employee-engagement-career-development-and-talent-management/ Technology’s Role in Succession Planning Succession planning is a key part of the talent management life cycle. It is used to identify and develop high-potential employees to fill key leadership positions in the company over time, if and when the need arises. Many organizations recognize that this process is critical. In a 2014 succession planning survey by Human Capital Media Advisory Group,* approximately 70% of organizations surveyed reported that they have some sort of succession planning process in place. Yet roughly 62% of those organizations also reported that they do not have enough candidates to meet their needs. The other 30% of organizations surveyed have no succession plan at all. At CPP, our philosophy of growing talent from within is part of our succession planning. As the “people development people,” we leverage a variety of learning opportunities, executive coaching, stretch assignments and assessments, and other tools. Technology has made a positive impact on how organizations implement and manage succession planning—especially making it more efficient for larger organizations. For example, various talent management systems (TMSs) offer integrated modules to track succession planning, where HR and select managers can view a number of candidates at various levels of progress, integrated with performance and other key data factors. They can look at historical performance ratings as well as how many people are in which positions and departments within the organization so that they can see where they have gaps in the talent pipeline and identify potential at-risk employees. Unfortunately, many employees leave their organization because they feel there is nowhere for them to progress to. Depending on the approach, part of succession planning is making employees aware that opportunities do exist within the organization, as the business evolves and grows, especially if the organization promotes from within (even if there’s no formal “career ladder” within the organization). You may want to consider...

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[Video] Modifying Instructions to the TKI Assessment

Oct 17, 2014 in CPP Connect | 0 comments

In honor of the TKI tool’s 40th anniversary, CPP had the chance to sit down with the assessment’s coauthor, Dr. Ralph Kilmann, and discuss some of the most common questions and topics surrounding the Thomas-Kilmann Conflict Mode Instrument. The Thomas-Kilmann Conflict Mode Instrument (TKI) is the world’s best-selling tool for helping people understand how different conflict-handling styles affect interpersonal and group dynamics—and for empowering them to choose the appropriate style for any situation. The TKI assesses an individual’s typical behavior in conflict situations and describes it along two dimensions: assertiveness and cooperativeness. It provides detailed information about how that individual can effectively use five different conflict-handling modes, or styles. Dr. Ralph Kilmann discusses how modifying instructions for the TKI instrument can give you a more specific picture to the behavior within an organization, department or group compared to the general instructions, which leads for increased accuracy. https://www.youtube.com/watch?v=plxAWx-Y9kA&list=UUTaX3RTVEJ_qX_wKkZa309w To learn more about the TKI instrument, head over to the anniversary page at cpp.com/TKI40th Liked what you watched? Check out the first video posted from Dr. Kilmann, Leadership and Conflict within...

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Priscilla’s Journey with the Strong Assessment

Oct 17, 2014 in CPP Connect | 0 comments

By Priscilla Gardea I was really interested to see my results. When I was younger, my career plans were very erratic. As an elementary student, I wanted to be everything from a firefighter to the first woman president of the United States. In fourth grade, I did a science fair project about the moon and decided I wanted to be an astronaut—a career choice that stuck until high school. But in high school I took a psychology class and was convinced that I wanted to be a psychiatrist. Simultaneously, I was working with the wrestling team, so I thought that athletic management was for me. Thankfully, debating between psychology and athletic training landed me at Adams State College, in south-central Colorado, since it had programs in both those fields. After a quick stint as a psychology major, a disappointing experience with collegiate athletics, and a fizzled-out flirtation with a business major, I ended up getting a degree in something I enjoyed and was good at, rather than something with a specific career as an end point. I got my degree in English and was often asked if I was going to teach or write. Neither sounded appealing to me, and I honestly didn’t know what I was going to do. What I did know is that I enjoyed reading, learning about literature and literary theory, and then using that knowledge to analyze and write about it. As I neared college graduation, a mentor brought up the option of going into the field of higher education. I was actively involved as a student leader, so it instantly clicked and felt like a perfect fit. Since then, it’s been the career choice that has punctuated my undergraduate education, led me through my graduate degree, and has given me five years of job satisfaction. I was offered to take the Strong Interest Inventory® assessment as part of my career exploration journey with CPP. With the Strong being such a prominent tool for career planning, and my being in a job that I already loved so much, I wasn’t quite sure what to expect. When I first saw my Strong results, most of them were not a surprise, but a few of them seemed to come out of left field. Here are my top five interest areas as indicated by my results on the Strong Basic Interest Scales: 1. Culinary Arts For a...

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It’s Almost Here: MBTI User’s Conference in Dubai

Oct 14, 2014 in CPP Connect, | 0 comments

We’re very excited and putting the last minute details in place for the MBTI® User’s Conference this week! We’ll be keeping you updated as the conference progresses from our social media channels below: Facebook Twitter  (You can also search #MBTIConference14 for more immediate updates from event attendees) Instagram This year’s conference theme is Developing Talent for a Stronger Future. Curios about how assessments such as the MBTI can help you develop your employees? The video below with CPP Professional Services Solutions Consultant Sherrie Haynie describes how assessments can give employees insight into themselves and aid in their development. Speaking of the theme, the below white paper is a great resource about coaching leaders with the MBTI: https://www.cpp.com/PDFs/Coaching_Leaders_MBTI.pdf Want to learn more about the Dubai conference? Check out the earlier blogs posted about the first MBTI® Users Conference: Ready to Sharpen Your MBTI Expertise? Sneak Peak at the MBTI® Users Conference Keynote The Growth of the MBTI in the Middle East After the conference, we’ll put together an event summary along with the key takeaways from Dubai and post them to the blog for those of you that couldn’t make the trek to attend the conference in person. Stay tuned to the blog and stay in touch on social media for...

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The Cost of Ignoring Employee Retention? 150% or More of an Employee’s Salary

Oct 10, 2014 in CPP Connect | 0 comments

As part of the “Cycles of Success: Employee Engagement, Career Development & Talent Management” series (visit www.cpp.com/4u), we conducted several interviews with Nicole Trapasso, divisional director of HR and organizational development at CPP, Inc. Over the next few months you’ll see blog posts from these interviews and more on topics related to talent management and the phases of the talent management life cycle. If you’d like to read more about career development from the personal or employee side, you can find the first blog post in the series here: http://www.cppblogcentral.com/cpp-connect/introduction-to-employee-engagement-career-development-and-talent-management/   I think the reason you see the costs of replacing an employee rising is that HR professionals are being more realistic about the amount of company knowledge that is lost when an employee leaves and the ramp-up time it takes to get someone in and productive. When you consider the investment you’re making in a current employee—only to have him or her move on to another employer—and the fact that it can take six months to get someone else in and trained, that takes quite a toll on the organization. In addition, if the work that the employee was doing still must be completed, your remaining staff may become overworked while trying to cover the vacant position. And if your company has a high level of employee turnover, it could also start to affect your high-performing employees. If they continually see employees leaving, they could start questioning their own commitment to the organization and what keeps them there. (A few ways to combat this are provided in the blog Meaningfulness and Engagement in Your Workforce). In addition, as cited in a recent article in Forbes (http://www.forbes.com/sites/cameronkeng/2014/06/22/employees-that-stay-in-companies-longer-than-2-years-get-paid-50-less/), when employees leave a company, they can usually look forward to a 10%–20% increase in salary. This is another reason that employees may look to other opportunities and another reason employee retention is so important. If we look at what the investment in our employees really is, that figure of 150% to 200% of salary for mid-level employees (up to 400% for high-level or highly specialized employees) isn’t so surprising. That’s why when we bring people in we want to make sure we have a really good fit up front—the cost of not getting those things right is extremely expensive and can prevent the company over time from being able to achieve its objectives. If it happens frequently, employee turnover becomes a...

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