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A LEADERS GUIDE How to Select and Identify High Performing Employees
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HOUSEKEEPING
Receive a Complementary Critical Job Study!Let us show you firsthand how our solutions can benefit your company.
1 32
It’s as easy as, 1, 2, 3!
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance ModelSales & Business Development Exec.
Critical Job Study!
Identifies what is really required for success in any
given job – in terms of:
(1) Learning(2) Reasoning
(3) Communication (4) Problem Solving
(5) Behaviors(6) Occupational Interests
A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
§ Selection§ Development§ Coaching§ Management§ Succession Planning
Report designed for Performance ModelSales & Business Development Exec.
Receive a Complementary Critical Job Study!
TODAY’S PRESENTER
HEINTJIE SANTOS
Assessment Solution Expert | Country Director, Singapore
Connect with me
The GLOBAL LEADER in Employee Assessment Solutions
Creating Value for Our Clients
We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.
700 OFFICES WORLDWIDE
125 COUNTRIES
The GLOBAL LEADER in Employee Assessment &
Talent Management Solutions
Established in 1991
WORLDWIDE PRESENCE
45,000 CLIENTS
50 MILLION USERS
33 LANGUAGES
50,000,000 MILLION USERS
Diverse Base of Marquee Customers
Customer Highlights
§ 11,000+ Active Customers§ Includes Most Fortune 500 Global Companies
Companies Face Two Types of Problems…
People Problems
System Problems
WE FOCUS ON PEOPLE PROBLEMS.
We specialize and are experts in solving people problems in organizations
How to Select and Identify High Performing Employees
THE LEADERS GUIDE
#SIHPwebinar
I have 3 things….
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How to identify the characteristics of your top
performersROI on Leadership
Guide to maximize employee productivity
and retain your top performers
1 32
How to identify the characteristics of your
top performersROI Case Study
Guide to maximize employee productivity
and retain your top performers
?Have you ever hired someone who looks good on paper….
BUT END UP AS A DISAPPOINTMENT!
Selection Process
Skill Fit
Checking the PAST
(1)Experience,(2)Education(3)Training,(4)Certification(5)etc.
However…
People have a tendency to embellish their qualifications
Shocking HR Statistics: FALSE INFORMATION…
53% of all job applications contain inaccurate information.
49% of managers caught a job applicant fabricating resume.
34% of all application forms contains lies.
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
Chances are good that up to 66% of your company’s hiring decisions will prove to be mistakes in the first
twelve months.- Peter Drucker
(1) Dishonesty(2) Incompetence(3) Incompatibility
Reasons People Fail3The Top
Selection Process
Checking the PAST
Skill FitExperience, Education, Training,
Certification etc.
Reviewing the PRESENT
Company FitAttitudes, Values ,
Appearance, Demeanor etc.
Interview
She studied in the same University
I went!
Interview
Impressive! she talks and speaks just Like Me.
Interview
My Gut Feel is she will be do great in
this job.
Interview
“63% of all hiring decisions are made during the first 4.3 minutes of an
interview.”- SHRM
Shocking HR Statistics: BAD HIRES…average cost of a bad hiring decision can equal 30% of the first year’s earnings!
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
costs of replacement….
Shocking HR Statistics:
TURNOVER…
Salaried Employee
Senior Executive
Mid-Level Employee
S$11,000 S$52,000
S$260,000
*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human Resources Management (2003), Two Wrongs May Mean No Rights, by Barbara Kat Repa, Nolo.com, (2001), U.S. Department of Labor, Wall Street Journal (2003). http://info.profilesinternational.com
THINK OF THE COST OF YOUR
LAST HIRE…
Aside from salary and benefits…
there’s the cost of advertising for the job, the investment in
training and…..
the price of getting a new worker up to speed.
Cornerstones of Performance
Predicting Superior Performance
JOB MATCH
Skill FitExperience, Education, Training,
Certification etc.
Company FitAttitudes, Values ,
Demeanor, Appearance,
Demeanor etc.
Checking the PAST Reviewing the PRESENT
DID YOU KNOW?
Interviews have a
14% success rate in
identifying superior people!
– Hunter & Hunter “Validity & Utility of Alternative Predictors of Job Performance”. Psychological Bulletin, Vol. 96, No. 1. p90
Heads or Tails?
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Interview Reference checkPersonality TestAbilities TestOccupational InterestJob Matching
75%66%
54%38%
26%14%
% OF HIRING SUCCESS
Source - Professor Mike Smith, University of Manchester, August 1994 John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90; Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology,Winter 1991, p.703. Michigan State University’s School of Business.
KNOW“The TOTAL PERSON”
75%up to
to increase hiring success
This is what YOU SEE
PEOPLE are like …
Real side of PEOPLE
10% Good But Limited Information
Education, Experience and Skills
90 % Essence of the“Total Person”
ü Thinking Stylesü Behaviors
ü Occupational Interestü Job Fit
ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE
“A” Players Hire – “B” Players
“B” Players Hire – “C” Players
“C” Players Hire – “D” Players
until it becomes……
“Z” Company
Clowns Inc.
BOZO EXPLOSION
How do we solve this PROBLEM ?
FRANK SCHMIDT & JOHN HUNTER
“Experts in Productivity and Organizational Psychology”
85 Years of
Research
Reported in…
Not all people in all jobs are created equal –
not all people are equally productive.
Implications?
Unless all your people are superior performers, you are
losing money unnecessarily?
Implications?
Every time you move performance of an employee from
YOU HAVE A DRAMATIC AND MEASURABLE IMPACT
Average Superior
start with your TOP PERFORMERS
start with your TOP PERFORMERS
1. RESULTS
2. POTENTIALS
3. CHARACTERISTICS
IDENTIFYING THE TOP PERFORMERS
§ Talent Audit / Intelligence§ Job Analysis
1. RESULTS
Build a Performance Model
IDENTIFYING THE TOP PERFORMERS
Carefully identify OBJECTIVE measures
ü Sales Per Month, Quarter or Annumü Average Profit Margin Per Saleü Calls Handled Per Hourü Units Manufactured Per Hourü Supervisors/Managers Rating etc…
1. RESULTS
Every success is different from one
company to the other2.
POTENTIALS
We need to ask 3 Questions?
2. POTENTIALS
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Thinking Style
OccupaGonal Interests
Behavioral Traits
Learning IndexVerbal SkillVerbal ReasoningNumerical AbilityNumeric Reasoning
EnterprisingFinancial/AdminPeople ServiceTechnicalMechanicalCreative
Energy LevelAssertivenessSociabilityManageabilityAttitudeDecisivenessAccommodatingIndependenceObjective Judgment
Can they do the Job
How will they do the Job.
Are they motivated to do the job?
ProfileXT® (PXT) Measures "The Total Person”
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Thinking Style
OccupaGonal Interests
Behavioral Traits
Learning IndexVerbal SkillVerbal ReasoningNumerical AbilityNumeric Reasoning
EnterprisingFinancial/AdminPeople ServiceTechnicalMechanicalCreative
Energy LevelAssertivenessSociabilityManageabilityAttitudeDecisivenessAccommodatingIndependenceObjective Judgment
Can the person deal with the mental
demands of their position
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ONE GALLON
ONE GALLON
Learning Index
Learning, reasoning and problem solving approach
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Thinking Style
OccupaGonal Interests
Behavioral Traits
Learning IndexVerbal SkillVerbal ReasoningNumerical AbilityNumeric Reasoning
EnterprisingFinancial/AdminPeople ServiceTechnicalMechanicalCreative
Energy LevelAssertivenessSociabilityManageabilityAttitudeDecisivenessAccommodatingIndependenceObjective Judgment
Can the person deal with the mental
demands of their position
Are comfortable with the demands of the environment they
work in
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Thinking Style
OccupaGonal Interests
Behavioral Traits
Learning IndexVerbal SkillVerbal ReasoningNumerical AbilityNumeric Reasoning
EnterprisingFinancial/AdminPeople ServiceTechnicalMechanicalCreative
Energy LevelAssertivenessSociabilityManageabilityAttitudeDecisivenessAccommodatingIndependenceObjective Judgment
Can the person deal with the mental
demands of their position
Are comfortable with the demands of the environment they
work in
Love their job and are motivated to do it
ü Can deal with the mental demands of their position
ü Are comfortable with the demands of the environment they work in
ü Love their job and are motivated to do it
TOP PERFORMERS fit their jobs and:
“...(it) hinges on fit with the job…”
The JobMatch™ Pattern (Performance Model)
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Thinking Style
OccupaGonal Interests
Behavioral Traits
Learning IndexVerbal Skill
Verbal ReasoningNumerical Ability
Numeric Reasoning
EnterprisingFinancial/Admin
People ServiceTechnical
MechanicalCreative
Energy LevelAssertiveness
SociabilityManageability
AttitudeDecisiveness
AccommodatingIndependence
Objective Judgment
3. CHARACTERISTICS
The JobMatch™ Pattern(Performance Model)
Shaded areas indicate the JobMatch patternThe JobMatch patterns show requirements for the job in your company
Dark areas indicate the JobMatch patternYellow boxes show the candidate’s scores
Good Match
Drives a single job-match number
Good Match
QuestionableMatch
Shaded areas indicate the JobMatch patternYellow boxes show the candidate’s scores
QuestionableMatch
Identify % match for every area
Distortion Scale
Detect how candid the respondents answered the assessment
Having done this, we can show you - graphically and
quantifiably - to what degree current employees, or
candidates for employment, match that standard.
A Clear Target for Success…Solution used throughout the employee life-cycle§ Selection § On-Boarding§ Coaching§ Development§ Management§ Succession Planning &
Strategic Workforce Planning
Report designed for Performance ModelSales & Business Development Exec.
start with your TOP PERFORMERS
1. RESULTS
2. POTENTIALS
3. CHARACTERISTICS
“In these days of talent wars, the best way to keep your stars is to know them better than they know
themselves – and then use that information to customize the careers of their dreams.”
– “Job Sculpting: The Art of Retaining Your best People”Harvard Business Review
Maximizing Productivity
1 32
How to identify the characteristics of your
top performersROI Case Study
Guide to maximize employee productivity
and retain your top performers
ARE YOU EVER TIRED OF NOT SEEING AND NOT KNOWING THE RETURN ON INVESTMENT (ROI) ON YOUR HR ACTIVITIES
CASE STUDIES(Real-Life Client Result)
CASE STUDIES
Chemical Industry
Insurance Industry
Medical DeviceManufacturing
Industry
It’s a shift from ‘low performer thinking’ to ‘maybe they are not in the right job, and we
should find them a better fit.’
It is a mentality shift, and (by applying data from the PXT®), I can figure out that if poor job fit is the case, I can help them go into a
different job and do better.
“
”
Challenge
Before implementing the ProfileXT® the average sales per sales rep was $169,409.
Results:After one year of implementation with the ProfileXT®, annual sales increased to an average of $233,952 per sales rep.
The ProfileXT® assessment increased the Bard Medical’s Critical Care sales by $64,543 per sales rep, a 28% annual increase.
GLOBAL INSURANCE COMPANY
Challenge
§ Identify top performers§ Improve selection process§ Sustain a turnover rate below industry
average
Results:
Reduced voluntary turnover rate to just 6% , well below the 10% industry average. Furthermore, professional-level employees,representing a substantial portion of the company’s talent and
investment, show a turnover rate of only 1.6%.
"We now make more informed hiring decisions. Selecting people who will stay with us longer. But it doesn't end there, Profiles products have become an important part of our culture. We use the terminology and
the concept in our performance review, our recruiting decisions and everyday discussion.
if we took the product away from our managers, we would be dealing with some disappointed internal guest."
Corporate HR ManagerHospitality and Resort Industry
A LEADERS GUIDE How to Select and Identify High Performing Employees
#SIHPwebinar
HEINTJIE SANTOS
Assessment Solution Expert | Country Director, Singapore
THANK YOU > >
Connect with me
Hi! i’m back!
LIANNModerator
Receive a Complementary Critical Job Study!
1 32
It’s as easy as, 1, 2, 3!
Select a Critical Job! Assess Job Incumbents! Complementary Job Study!
Report designed for Performance ModelSales & Business Development Exec.
Critical Job Study!
Identifies what is really required for success in any
given job – in terms of: (1) Learning(2) Reasoning
(3) Communication (4) Problem Solving
(5) Behaviors(6) Occupational Interests
A Clear Target for Success…
...against which people can be graphically and
quantifiably compared, has implications for...
§ Selection§ Development§ Coaching§ Management§ Succession Planning
Report designed for Performance ModelSales & Business Development Exec.
Receive a Complementary Critical Job Study!
Would you like to receive a complementary critical job study?
Have an immediate need ? Call us at +65 65717031URL: www.profiles.com.sg
A. Yes
B. No
QUESTIONS?
EXECUTIVE’S GUIDE Strategic Workforce Planning
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WEBINAR Click HERE to register
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Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: [email protected] Telephone: 65717031Fax: 63334636
Website: http://www.profiles.com.sg
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