selecting the right people

8/3/2019 Selecting the Right People

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HUMAN

CAPITALDEVELOPMENT

SELECTING,COACHING, &

KEEPING THE

RIGHT PEOPLE

Know

YourPeople


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Companies Have Two

Kinds of Challenges

Profiles International helps you reduce oreliminate your People related Challenges

PeopleChallengesSystemsChallenges


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IF YOU CANT MEASURE

ITYOU CANTMANAGE IT!!!


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Retention &Development

Selecting theRight PeoplePerformance

Feedback

Productivity

What Every Organization Needs To Know

CustomerService

EffectiveManagement

TeamCompatibilit

y

YourCompany


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Have you ever hired someone whodid not reach your expectations?


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4 Invalid Hiring CriteriaDr. Herbert M. Greenburg

Hiring in Own Image

Hiring Based on Experience

Hiring Based on Education

Pirate from Competitor


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People Fail in Jobs..

not because they cant do

the Job.

but rather, because theydont match the Job.

We Hire on Competenceand Fire on Fit
http://www.throckandco.com/images/employersbgr-2.jpg


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Utilize All Of Your Resources

Interview

Background Checks &Integrity Testing

Personality Testing

Ability Testing

Interest Testing

Job Matching 75%

66%

54%

38%

26%

14%

Psychological Bulletin Vol. 96, No. 1, August 1994

Professor Mike Smith, University of Manchester

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Three building blocks

of execution:I. Leaders with the right behavior

II. Culture rewarding execution

III. Consistent system for getting right

people in right jobsExecution: The Discipline of Getting Things Done

by Larry Bossidy & Ram Charan


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The job no leader should

delegateHaving the right people in

the right place.

Execution: The Discipline of Getting Things Doneby Larry Bossidy & Ram Charan

Building block III


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Exactlywhat willYou get?

Targeted recruitment and selection.

Effective promoting. Targeted coaching information.

Increased productivity. Performance management system.


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Introducing Profiles

Why Human Capital Advantage andProfiles International Assessments:

A proven way to:

Select the right people

Maximize employee performance

Retain your top performers


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The job match:Select the right people

Not exactly, but you can use this system:

Gather information from top performers or useinformation from other organizations top

performers, create a job match pattern (yourBenchmark).

Assess candidates against this benchmark thatyou hire people who fit!

Get coaching and performance managementinformation for present and future employees.

Can you clone top performers?


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Blueprint of ideal candidate

Think of the shadedareas as your topperformers DNA.


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Three areas of measurementMeasures how well the candidatecan do the job.

Measures whether thecandidate will do the job.

Measures how the personwill do the job.

2

1

3


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Job MatchPercentage

35%

Job MatchPercentage

50%

Distortion 7

Job MatchPercentage

59%

The Job Matchingprocess for Interests isconcerned with the topthree interests of a JobMatch Pattern and howa candidate's top threeinterests match. Thethree top interests forthis Pattern areindicated and rankedfrom top to bottom.

Overall match of thiscandidate is low.

The candidates

scores fall outside thepattern: poor match.

46%Example of apoor job match


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Types of reporting available

Individual Report can go to the employee

Placement Report shows whether thecandidates competencies fit the job

Multi-Job Match Report shows howemployee fits other positions

Coaching Report for performancemanagement

Job Profile Report & Summary Reports


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Several reports available:What do you get from them?

Placement Report: Data for deciding good or bad job fits

Probing questions for interviews

Information on the personCoaching Report:

Hiring information: What will I have to do?

Coaching the employee according to unique strengths andweaknesses based on job fit

Other Reports: Job fit tool to use in other areas of the organization, good for

reorganization or succession planning

Self-development tools


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Example:Targeted recruitingPlacement Report

The Placement Reporthas three main parts:

Job match pattern and% matchjob fit.

Probing questions forfurther interviewing.

Description of

individuals abilities,interests, andbehavioral traits.


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Report details:Thinking Style

The reports break the scoresdown into information thatempowers good decision-making.


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Details for behavioral traits

This report shows that thecandidate has interests andabilities for the targeted

position, but not the rightpersonality, for a good job fit.


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More on behavioral traits

Shows that the candidatelacks, among severalbehavioral traits, theenergy level to succeed in

the targeted position.

It also provides

probing questionsfor furtherinvestigation.


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Performance Management--Coaching Report

The Coaching Report has threemain parts:

Graph showing candidate or

employees fit Coaching comments on

what the manager needs todo to improve the candidates

performance

Description of that individuals

abilities, interests, andbehavioral traits


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Coaching report details

This section providescoaching and performanceimprovement informationfor the manager to use.


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Where the Profile fits

Selection

Promotion

Job Match

Coaching


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The ProfileXT allows you

to determine Job Fit (to

learn abilities, interests,and traits) and create

Job Patterns


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Hiring Process, using theProfile XT for Job Fit:

1. Phone interviewUse job specific phone

screen, rate interview basedon job related criteria,

attitude, work backgroundscreening questions

2. If passes phone screenSet up on Profile XT

Evaluate data

4. If good match, bring in forfirst interview

Use Placement Report questions,customized Coaching Report,

Job Structured BehavioralInterview Guide

3. Measure job matchUse Profile XT resultsrate job match,review

Placement and CoachingReports

6. Select the bestUse Hiring Decision Matrixform; conduct backgroundchecks, reference checks

5. If passes first interviewhiring manager conducts

final interviewUses alternate Hiring

Guide Placement Report,

Coaching Report

Make conditional job offer(s)


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Case Study:

Reduced the length of weekly hiring boardsfrom all day to less than half a day

52% reduction in mental health workerturnover

70% improvement in number of involuntary

terminations of mental health workersduring probation

Industry: HospitalUsing the Profiles


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Case study example

74% or lower overall Job Match 80% turnover rate

79% or lower on Learning Index Match 78% turnover

80% or greater on overall Job Match 25% turnover

Financial Credit Union:

Benefits:Could have saved $222,000, with turnover lowered from80% to 18%


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Our Results

Our retention for new salesrepresentatives is 55%

Average industry retention

is 30%


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Calculate and Compare Metrics

We spend less than half our industryaverage to acquire human capital

$4.00 for every $100 of compensation vs.

our industry which is spending $10.50 for thesame compensation

We are getting the people we want, and they

perform up to our expectations


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Starting the Pilot Program, Getting Set Up on the VirtualAssessment Center

Training on the Website and Use of the Virtual Assessment Center

Selecting those to Assess for the Pilot

Completing the Assessments

Providing MM.C with Criteria for Benchmarking Creation

MM.C providing You with Results of the Pilot

Implementing the process in Next Area as Appropriate

Training on use and application of the ProfileXT for Managersand Users

Ongoing support and Ongoing Reports Indicating Results

Whats next?

Contact: Modern Managers

E-mail: [email protected]

selecting the right people

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