Assessments!Assessments!

AssessmentsAssessments

Hiring / Selection / RecruitingHiring / Selection / Recruiting

All Jobs require the All Jobs require the right right

TalentTalent

for maximum for maximum performanceperformance

Average Cost of Average Cost of Hiring Mistakes:Hiring Mistakes:

$$$ 3 Times Salary $$$

Plus:• Cost of lost knowledge, skills, and contacts• Cost of lost departmental productivity

AT JTS Advisors, we are asset managers. We insure you are receiving

the highest profit from your #1 resource,

your people.

Never hire wrong again.

•Identify whether a job candidate is going to be an asset or a liability to the company BEFORE you decide to hire them. •Save thousands of personal and staff hours focusing on the wrong people. •Save thousands of dollars on the high cost turnover, retraining, and recruiting costs. •Get past the typical interview façade.

Do you know who to hire for that position, REALLY? Two people may have similar qualifications and experience on paper… but INSIDE they can be worlds apart. For example, who would you rather have on your team?Michael Jordan… OR… Dennis Rodman?Michelle Kwan… OR… Tonya Harding?In each case, what differentiates one from the other is largely below the surface.

Most people hired Most people hired by the interview by the interview process are hired by process are hired by the the heartheart, not the , not the head.head.

Move toward theMove toward theSolution Solution

Eliminate BIASthrough the objectivity of a

Complete Talent ManagementSystem

AssessmentsAssessments

Selection:Selection:

Pattern recognition is the Pattern recognition is the ultimate power. –Tony ultimate power. –Tony

RobbinsRobbins

AssessmentsAssessments

How to Select Top Producers:How to Select Top Producers:

1. Run assessments on top 1. Run assessments on top 15% and bottom 15%15% and bottom 15%

2. Find the patterns (they will 2. Find the patterns (they will usually stand out).usually stand out).

3. Select for people that 3. Select for people that match the top group ranges.match the top group ranges.

We need both: Behavior and Values / Motivators

• Behavioral style can’t stand alone for complete understanding or analysis of the people we serve.

• Both Behavior and Values/Motivators components are needed for selection work.

• Errors have been made by consultants and managers when using Behavior alone.

Let’s explore some reasons WHY...

Your reasons WHY indicate your Motivators & ValuesValue/Motivator Drive for

• Theoretical Knowledge

• Utilitarian Money / Materials

• Aesthetic Form / Harmony

• Social Helping others

• IndividualisticPower / Control

• Traditional Order / Structure

Workplace Motivators RESULTS

(I.T. Salespeople: 20 year base)

30

35

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65

70

The Util Aes Soc Ind Tra

TOPLOWER

Adapted Style (I.T. Sales - Behavioral)

0

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D I S C

TOPLOWER

Natural Style (I.T. Sales - Behavioral)

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D I S C

TOPLOWER

Workplace Motivators RESULTS(I.T. Customer Service: 20 year

base)

30

35

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45

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55

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65

70

The Util Aes Soc Ind Tra

TOPLOWER

Statistical treatment & research

• Through inferential statistical treatments (ANOVA, et.al.) the following numbers have been estimated when investigating one’s success on the job:– DISC may account for 20%-30% of the

variance.– VALUES / MOTIVATION may account for

40%-50% of the variance.– INTELLIGENCE… 20%-30% of variance. – JOB CULTURE… 10%-15% of variance.

Union FidelityUnion Fidelity

Can you see the difference between top and bottom Can you see the difference between top and bottom producers?producers?

AssessmentsAssessments

Union FidelityUnion Fidelity

Can you see the difference between top and bottom Can you see the difference between top and bottom producers?producers?

AssessmentsAssessments

Union FidelityUnion Fidelity

Can you see the difference between top and bottom Can you see the difference between top and bottom producers?producers?

AssessmentsAssessments

Union FidelityUnion Fidelity

Can you see the difference between top and bottom Can you see the difference between top and bottom producers?producers?

AssessmentsAssessments

Continued $? $? $? $? $?

You have now created the hiring model.

From this point forward— they will use your instruments to do the hiring.

This is a steady revenue stream with very little labor attached.

• POSSIBILITIES:• 10 companies hiring 20 people = 200 hires. • They interview 2 people for each position.• 200 hires x 2 interviews = 400 sets of assessments. • 400 X $225.00 = $89,600 in passive revenue. • Think of the coaching and training you will have acquired because of your

relationship with these companies.

AssessmentsAssessments

Hiring / RecruitingHiring / Recruiting1. Solutions for Hire

What: Full solution including: --Recruiting fully qualified and

assessed candidates to your door.--Fee: 18-30% of annual salary to

client + $1000 (or more) retainer

2. Jeff Klubeck, Strategic Hiring

AssessmentsAssessments

DiagnosticsDiagnostics

AssessmentsAssessments

DiagnosticsDiagnostics

Business Assessment:Business Assessment:1. DISC PIAV on select employees1. DISC PIAV on select employees

2. Analysis of:2. Analysis of:-org chart-org chart

-goals -goals -past year performance-past year performance

3. Select debrief3. Select debrief4. SWOT Analysis4. SWOT Analysis

5. Recommendations for organizational development5. Recommendations for organizational development6. Posters6. Posters

7. Fee (assessments only + time)7. Fee (assessments only + time)

AssessmentsAssessments

ConsultingConsulting

Triad Debriefs:Triad Debriefs:1. Run assessment on employee1. Run assessment on employee

2. Short debrief with manager only2. Short debrief with manager only3. Debrief with manager and employee3. Debrief with manager and employee

--Bring highlighters and three copies of results--Bring highlighters and three copies of results--go over bullets (what are the top 2-3?) & discuss--go over bullets (what are the top 2-3?) & discuss

--Explain Graphs--Explain Graphs--Make three types of recommendations:--Make three types of recommendations:

i. for manageri. for managerii. For employeeii. For employee

iii. for job structureiii. for job structure4. Fee (assessments only + time)4. Fee (assessments only + time)

PROFILING HELPS YOU manage your current team to maximum productivity and profits. How?

-TURNS key employees around.

-PUTS broken teams back together.

-INSTRUCTS you on how to manage & coach each one of your people.

-EDUCATES employees about their own strengths and weaknesses.

-TELLS your teams how to work together as a RESULTS MACHINE!

AT JTS Advisors, we are asset managers. We insure you are receiving

the highest profit from your #1 resource,

your people.

“The scarcest resources in any organization are performing people. It is on your people

that the future prosperity and survival of your organization will depend. ”

-Peter Drucker

Allied Signal 3MAmerican Express AT&TCoca-Cola US Department of LaborGE HPIBM Coldwell Banker

Test the accuracy and validity of these profiles. Talk to the consultant that sent this to you how you may qualify for a personal complimentary profile! When you take these profiles, you will:

-Find out what drives you.-Learn your key strengths.-Learn why your problems occur in key

areas.