“Taking the
Guesswork
Out of Hiring”
Presented By:
Gregg Sterett
A strategic business partner with

Study: “Retaining Talent, Retention and
Succession In the Corporate Workforce”
―85% of Executives reported the single
greatest challenge in workforce management
is creating or maintaining their companies‘
ability to compete for top talent.‖

Today, we will show you
proven tactics and tools
that will significantly
improve your ability to
compete for superior
talent and to build
competitive advantage
through your people.

Have you ever made a conscious
decision to hire a non-performer?
“63% of all hiring decisions are
made during the first 4.3 minutes
of an interview.”
Society of Human Resource Management
Study, reported in USA Today

Peter Drucker: “Revered as father of
Modern Day Management”
“Chances are good that up
to 66% of your company’s
hiring decisions will prove
to be mistakes in the first
twelve months.”
Source: ""Visionary writer mined the mind“,
USA Today, 11/11/2005 by Bruce Rosenstein.

The One That Left!
Your
bigger
headache. . .

I’m Still Here!
Your
bigger
headache. . .

Have you ever hired
or promoted
someone who did
not live up to your
expectations?

Why People Fail!
Incompetence
Source: “The Risky Business of Hiring
Stars”, Harvard Business Review, May 2004.

Transfer of Talent is Risky Business . . .
“Talent imported from elsewhere, rarely sustain their
performance in a new organization!”
Source: “The Risky Business of Hiring
Stars”, Harvard Business Review, May 2004.

Why People Fail!
Incompatability
With company culture
Source: “The Risky Business of Hiring
Stars”, Harvard Business Review, May 2004.

Why People Fail!
Incompatability
With job match

Why People Fail!
Incompatability
With People!
Source: “The Risky Business of Hiring
Stars”, Harvard Business Review, May 2004.

A Recent Study
• 30-40 percent of all applicants mis-
represent themselves on their resumes
• 10-15 percent of all applicants have
criminal records
• 52 percent of resumes have
discrepancies
Source: Challenger, Gray, & Christmas study, 2005.

Traditional Hiring Methods
Application Resume

Interview
Application Resume
Traditional Hiring Methods

What’s the Answer?
The right people can be the
difference between extinction
and survival, profit and loss…
…Seem too big a statement?

Frank Schmidt & John Hunter
“Experts In Personnel Productivity and Psychology”
85 Years
of Research!
Reported in the
Harvard Business
Review!

Your People Are The Difference!

Success
S
Results
Company A
Time

Success S
Company B
Results
Time

The Value Proposition
of Selection Decision
Example: Salary of $37,480.
- 25% of annual salary
- Cost of benefits (1/3 of 25%)
- Minimum Cost of a Bad Hire:
Source: Profiles International, Inc.

1st Month
E
X
P
E 2nd Month
C
T
A
T 3rd Month
I
O
N
S
TIME

The Value Proposition
of Selection Decision
Example: Salary of $37,480.
- 25% of annual salary
- Cost of benefits (1/3 of 25%)
Source: Profiles International, Inc.

The Value Proposition
of Selection Decision
Example: Salary of $37,480/Yr.
- 25% of annual salary $9,370.00
- Cost of benefits (1/3 of 25%) $2,343.00
- Minimum Cost of a Bad Hire: $11,713.00
Source: Profiles International, Inc.

Your Challenge
To ensure that every ―people‖ decision—
whether hiring, promotion, or development is
aimed at achieving ―superior‖ performance.

Why do
people
perform at
a ―superior‖
level?
Source: “Job Matching for Better Sales Performance,”
Harvard Business Review, Vol. 58, No. 5.

No Relationship Between Performance And . . .
Educational Qualifications Gender

No Relationship Between Performance And . . .
Age Ethnic Origin

No Relationship Between Performance And . . .
Experience

―It‘s not experience
– or college degrees
– or other accepted
factors… (it) hinges
on fit with the job.‖
It’s Job Match.
Source: “Job Matching for Better Sales Performance,”
Harvard Business Review, Vol. 58, No. 5.

The Impact of Job Match
With Without
Job Job
Match Match
High Turnover Industry
% left / fired after 6 months
% left / fired after 14 months
Low Turnover Industry
% left / fired after 6 months
% left / fired after 14 months
Source: “Job Matching for Better Sales Performance,”
Harvard Business Review, Vol. 58, No. 5.

The Impact of Job Match
On Employee Turnover With Without
Job Job
Match Match
High Turnover Industry
% left / fired after 6 months 24% 46%
% left / fired after 14 months 28% 57%
Low Turnover Industry
% left / fired after 6 months 5% 25%
% left / fired after 14 months 8% 34%
Source: “Job Matching for Better Sales Performance,”
Harvard Business Review, Vol. 58, No. 5.

Achieving Job Match
Checking the Past
Skill Match
Education
Training
Experience
Skills

Achieving Job Match
Checking the Past Reviewing the Present
Skill Match Company Match
Education Values
Training Demeanor
Experience Appearance
Skills Integrity

Achieving Job Match
Checking the Past Reviewing the Present
Skill Match Company Match
Education Values
Training Demeanor
Experience Appearance
Skills Integrity
?
What predicts future
―superior‖ performance?

Get the Whole Picture-
Generating Job Match

The missing third is Job Match…
Checking the Past Reviewing the Present
Skill Match Company Match
Education Values
Training Demeanor
Experience Appearance
Skills Integrity
Job Match
Thinking Style
Behavioral Traits
Interests
…in predicting
“superior” performance

Superior
Performance
hinges on job
matching…
―Superior‖ producers match their jobs and:
• Can deal with the mental demands of the position
• Are comfortable with the demands of the
environment and with their co-workers
• Enjoy the work and are motivated to do the work
Source: “The validity and utility of selection methods in personnel psychology:
Practical and theoretical implications of 85 years of research findings”
Psychological Bulletin, Sept 1998, Vol. 124, No. 2, pp 262-274.

Imagine Great People…
―…companies will need to
reorient their recruitment
and selection processes
by hiring ‗for job match‘
rather than mere
credentials…‖
Jim Sirbasku, CEO
Profiles International
…Great People Everywhere

Benefits of Job Match
Bottom Line Improvement
• Lower Cost
• Improve Productivity
• Boost Bottom Line Profits

How do you get that
information?
With Predictive, Behavioral
Employee Assessments
And
Job Match Patterns

Here‘s what the
U.S. Department of Labor
says about assessments:
• Employment tests can be used to gather accurate
information about job-related characteristics. This
information helps assess the fit between people and jobs.
• Tests can be used to predict employee and applicant job
performance.
• Appropriate use of professionally developed assessment
tools enables organizations to make more effective
employment-related decisions.

Example of a
Complete Assessment
What it measures:
• Can the person
do the job?

Example of a
Complete Assessment
What it measures:
• Can the person
do the job?
• How will the person
do the job?

Example of a
Complete Assessment
What it measures:
• Can the person
do the job?
• How will the person
do the job?
• Will the person
want to do the job?

Job Profile Summary
How is a Job Match Job Pattern: Sales Representative
Overall Job Match
Pattern customized 1 2 3
Thinking Style
4 5 6 8 9 10
Learning Index 7
for a company? Verbal Skill
Verbal Reasoning
1
1
2
2
3
3
4
4
5
5
6
6
7
7
8
8
9
9
10
10
Numerical Ability 1 2 3 4 5 6 7 8 9 10
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10
Assess Current Energy Level 1 2
Behavioral Traits
3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Top Performers Assertiveness
Sociability 1 2 3 4 5 6 7 8 9 10
Review or Build Manageability 1 2 3 4 5 6 7 8 9 10
Attitude 1 2 3 4 5 6 7 8 9 10
Decisiveness 1 2 3 4 5 6 7 8 9 10
Job Descriptions Accommodating 1 2 3 4 5 6 7 8 9 10
Job Interviews with
Independence 1 2 3 4 5 6 7 8 9 10
Objective Judgment 1 2 3 4 5 6 7 8 9 10
Incumbents, Managers. Interests Ranking
Occupational Interests
Top three interests for this position
Compare with prior Enterprising
People Service The Job Matching
process for Interests
Job Match patterns in Creative
Lowest three interests for this position
is concerned with top
three interests of a
Job Match Pattern
and how a
similar industries.
candidates top three
Financial/Administrative interests match. The
three top interests for
Technical this Pattern are
indicated and ranked
from top to bottom.
Mechanical
17

Shaded areas indicate the
Job Match pattern. The
Job Match patterns show
requirements for the jobs
in your company.

Use Job Match Patterns For:
 Selection and Onboarding
 Coaching and Mentoring
 Training
 Promoting
 Managing Performance
 Succession Planning

Job Profile Summary
Example of Overall Job Match
Job Pattern: Sales Representative
94%
A Good Match

Job Profile Summary
Job Pattern: Sales Representative
Overall Job Match 94%
Thinking Style
1 2 3 4 5 6 7 8 9 10
Example of
Learning Index
1 2 3 4 5 6 7 8 9 10
Verbal Skill Job Match
1 2 3 4 5 6 7 8 9 10 Percentage
Verbal Reasoning
A Good Match
Numerical Ability 1 2 3 4 5 6 7 8 9 10
95%
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10

Job Profile Summary
Job Pattern: Sales Representative
Overall Job Match 94%
Thinking Style
1 2 3 4 5 6 7 8 9 10
Learning Index
1 2 3 4 5 6 7 8 9 10
Verbal Skill Job Match
1 2 3 4 5 6 7 8 9 10 Percentage
Verbal Reasoning
Numerical Ability 1 2 3 4 5 6 7 8 9 10
95%
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10
Behavioral Traits
1 2 3 4 5 6 7 8 9 10
Energy Level
1 2 3 4 5 6 7 8 9 10
Assertiveness
Example of 1 2 3 4 5 6 7 9 10
Sociability 8 Job Match
Manageability 1 2 3 4 5 6 7 8 9 10 Percentage
95%
A Good Match
Attitude 1 2 3 4 5 6 7 8 9 10
Decisiveness 1 2 3 4 5 6 7 8 9 10
Accommodating 1 2 3 4 5 6 7 8 9 10
Independence 1 2 3 4 5 6 7 8 9 10
Objective Judgment 1 2 3 4 5 6 7 8 9 10

Job Profile Summary
Job Pattern: Sales Representative
Overall Job Match 94%
Thinking Style
1 2 3 4 5 6 7 8 9 10
Learning Index
1 2 3 4 5 6 7 8 9 10
Verbal Skill Job Match
1 2 3 4 5 6 7 8 9 10 Percentage
Verbal Reasoning
Numerical Ability 1 2 3 4 5 6 7 8 9 10
95%
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10
Behavioral Traits
1 2 3 4 5 6 7 8 9 10
Energy Level
1 2 3 4 5 6 7 8 9 10
Assertiveness
1 2 3 4 5 6 7 9 10
Sociability 8 Job Match
Example of
Manageability 1 2 3 4 5 6 7 8 9 10 Percentage
95%
Attitude 1 2 3 4 5 6 7 8 9 10
Decisiveness 1 2 3 4 5 6 7 8 9 10
A Good Match
Accommodating 1 2 3 4 5 6 7 8 9 10
Independence 1 2 3 4 5 6 7 8 9 10 Distortion – 8
Objective Judgment 1 2 3 4 5 6 7 8 9 10

Job Profile Summary
Job Pattern: Sales Representative
Overall Job Match 94%
Thinking Style
1 2 3 4 5 6 7 8 9 10
Learning Index
1 2 3 4 5 6 7 8 9 10
Verbal Skill Job Match
1 2 3 4 5 6 7 8 9 10 Percentage
Verbal Reasoning
Numerical Ability 1 2 3 4 5 6 7 8 9 10
95%
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10
Behavioral Traits
1 2 3 4 5 6 7 8 9 10
Energy Level
1 2 3 4 5 6 7 8 9 10
Assertiveness
1 2 3 4 5 6 7 9 10
Sociability 8 Job Match
Manageability 1 2 3 4 5 6 7 8 9 10 Percentage
95%
Attitude 1 2 3 4 5 6 7 8 9 10
Decisiveness 1 2 3 4 5 6 7 8 9 10
Accommodating 1 2 3 4 5 6 7 8 9 10
Independence 1 2 3 4 5 6 7 8 9 10 Distortion – 8
Objective Judgment 1 2 3 4 5 6 7 8 9 10
Occupational Interests Job Match
Interests Ranking Top three interests for this position
Example of
Percentage
8 91%
Enterprising
6 The Job Matching
People Service
process for Interests
A Good Match
Creative 10 is concerned with the
top three interests of
Lowest three interests for this position a Job Match Pattern
and how a
candidate’s top three
5
Financial/Administrative interests match. The
three top interests for
4
Technical this Pattern are
indicated and ranked
4 from top to bottom.
Mechanical

Hands
Heart
Head

Do you want employee engagement?
You must have their interest–
Occupational interest!

Job Profile Summary
Job Pattern: Sales Representative
Overall Job Match 94%
Thinking Style
1 2 3 4 5 6 7 8 9 10
Learning Index
1 2 3 4 5 6 7 8 9 10
Verbal Skill Job Match
1 2 3 4 5 6 7 8 9 10 Percentage
Verbal Reasoning
Numerical Ability 1 2 3 4 5 6 7 8 9 10
95%
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10
Behavioral Traits
1 2 3 4 5 6 7 8 9 10
Energy Level
1 2 3 4 5 6 7 8 9 10
Assertiveness
1 2 3 4 5 6 7 9 10
Sociability 8 Job Match
Manageability 1 2 3 4 5 6 7 8 9 10 Percentage
95%
Attitude 1 2 3 4 5 6 7 8 9 10
Decisiveness 1 2 3 4 5 6 7 8 9 10
Accommodating 1 2 3 4 5 6 7 8 9 10
Independence 1 2 3 4 5 6 7 8 9 10 Distortion – 8
Objective Judgment 1 2 3 4 5 6 7 8 9 10
Occupational Interests Job Match
Interests Ranking Top three interests for this position
Percentage
8 91%
Enterprising
6 The Job Matching
People Service
process for Interests
Creative 10 is concerned with the
top three interests of
Lowest three interests for this position a Job Match Pattern
and how a
candidate’s top three
5
Financial/Administrative interests match. The
three top interests for
4
Technical this Pattern are
indicated and ranked
4 from top to bottom.
Mechanical
17

Job Profile Summary
Job Pattern: Sales Representative
Overall Job Match 64%
Thinking Style
1 2 3 4 5 6 7 8 9 10
Learning Index
1 2 3 4 5 6 7 8 9 10
Verbal Skill
Job Match
1 2 3 4 5 6 7 8 9 10 Percentage
Verbal Reasoning
1 2 3 4 5 6 7 8 9 10
86%
Numerical Ability
Numeric Reasoning 1 2 3 4 5 6 7 8 9 10
Behavioral Traits
1 2 3 4 5 6 7 8 9 10
Energy Level
1 2 3 4 5 6 7 8 9 10
Assertiveness
1 2 3 4 5 6 7 8 9 10
Sociability Job Match
A Poor Match
Manageability 1 2 3 4 5 6 7 8 9 10
Percentage
56%
Attitude 1 2 3 4 5 6 7 8 9 10
Decisiveness 1 2 3 4 5 6 7 8 9 10
Accommodating 1 2 3 4 5 6 7 8 9 10 Distortion – 9
Independence 1 2 3 4 5 6 7 8 9 10
Objective Judgment 1 2 3 4 5 6 7 8 9 10
Occupational Interests Job Match
Interests Ranking Top three interests for this position
Percentage
2 35%
Enterprising
2 The Job Matching
People Service
process for Interests
1 is concerned with the
Creative top three interests of
Lowest three interests for this position a Job Match Pattern
and how a
candidate’s top three
4
Financial/Administrative interests match. The
three top interests for
Technical 10 this Pattern are
indicated and ranked
8 from top to bottom.
Mechanical
22

Here’s a Tough Question:
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment

Here’s a Tough Question:
Do you want your managers focused on
poor performers? Wouldn‘t that be the
worst use of their time?
Energy Level
Assertiveness
Sociability
Manageability
Attitude
Decisiveness
Accommodating
Independence
Objective Judgment

Job Match Matters!
“Start with good people who are right for
the job; train and motivate them; give
them opportunity for advancement; and
your organization will succeed.”
J.W. Marriott
“If a person is not performing as expected, it is
probably because they are miscast for the job.”
W. Edwards Deming

Current U.S.A.
Validation

Why The ProfileXT…
Current U.S.A.
Validation
Country Specific
Validation
Plus
Culturally Adapted

How will assessments support
my organization…
• Placement Report
• Individual Report
• Coaching Report
• Succession Planning Report
• Job Profile Summary Report
• Job Summary Graph
• Job Graph
• Job Matching Report

For more information contact...
Gregg Sterett
P O Box 461
Phone 972-221-3504 Lewisville, TX 75067
Email: Gregg@SterettEnterprises.com
Visit: www.GreatPeopleWorks.com