Sponsored by Jeff Flowers, Strategic Business Partner Profiles International, Inc.   An Executive Briefing Identifying and...
Today’s Objectives <ul><li>To  IDENTIFY  the characteristics    of top performers </li></ul><ul><li>To maximize employee  ...
Over  700 Local Offices 40,000 Clients 100 Countries
Have you ever hired someone who did not reach your expectations?
History Résumé, Past Employment, Education, Background Check Selection Process – Step 1 PAST
<ul><li>Incompetence </li></ul><ul><li>Incompatibility </li></ul><ul><li>Dishonesty </li></ul>The Top Three Reasons People...
Selection Process – Step 2 PAST History Résumé, Past Employment, Education, Background Check PRESENT Interview Gut Feeling...
<ul><li>“ 63% of all hiring decisions are made during the first 4.3 minutes of an interview.” </li></ul>The Interview –  S...
<ul><li>36,000 business failures are caused by employee theft </li></ul><ul><li>Employees steal 10 times more than shoplif...
<ul><li>Provides a structured interview and employment history </li></ul>STEP ONE SURVEY II
STEP ONE SURVEY II
STEP ONE SURVEY II
STEP ONE SURVEY II
Selection Process – Step 2 PAST History Résumé, Past Employment, Education,  Background Check PRESENT Interview Gut Feelin...
Selection Process – Step 3 PAST PRESENT History Résumé, Past Employment, Education,  Background Check Interview Gut Feelin...
Utilize All of Your Resources 75% 66% 54% 38% 26% 14% Interview Background Checks & Integrity Testing Personality Testing ...
The Total Person 10% - Good But Limited Information: Skills, Experience & Company Match 90% - Essence of the Total Person:...
US Department of Labor Employment and Training Administration Publication
Using Assessments “ The appropriate  use of professionally developed assessment tools on average enables organizations to ...
Seeking The Total Person PAST PRESENT History Résumé, Past Employment, Education,  Background Check Interview Gut Feeling,...
<ul><li>Can  the person do the job? </li></ul><ul><li>How  will the person do the job? </li></ul><ul><li>Will  the person ...
Can  the Person Do the Job? Thinking Style Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasonin...
The Learning Index One Gallon One Gallon
How  Will The Person Do the Job? Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level Assertiveness Sociability Manageabili...
Will  The Person Do the Job? Enterprising Financial/Administrative People Service Technical Mechanical Creative Occupation...
The JobMatch  Pattern ™   <ul><li>Shaded areas indicate the JobMatch pattern </li></ul><ul><li>The JobMatch patterns show ...
The ProfileXT – Good JobMatch
The ProfileXT – Poor JobMatch
<ul><li>What kind of high stress situations have you experienced in which important calculations were necessary? </li></ul...
<ul><li>The Placement Report </li></ul><ul><li>The Individual Report </li></ul><ul><li>The Coaching and Managing Report </...
Today’s Objectives <ul><li>To  IDENTIFY  the characteristics    of top performers </li></ul><ul><li>To maximize employee  ...
<ul><li>“ In these days of talent wars, the best way to keep your stars is to know them better than they know themselves –...
<ul><li>Productivity </li></ul><ul><li>Quality of Work </li></ul><ul><li>Initiative </li></ul><ul><li>Teamwork </li></ul><...
<ul><li>Response to job-related stress, frustration and conflict </li></ul><ul><li>How to motivate the employee </li></ul>...
Primary Behavioral Tendencies <ul><li>Productivity </li></ul><ul><li>He places strong emphasis on motivation and maintaini...
Response to Job Related Stress When experiencing stress, frustration, and/or conflict in a job setting, John may: <ul><li>...
Work Motivation This section of the report describes the different types of incentives, rewards, and conditions that are m...
Motivational Energy (ME) Motivational Energy (ME) reflects the intensity that an individual shows and how he approaches mo...
Adapting Change <ul><li>Sally Sample will focus more on successfully achieving the goal of change than on the detailed pro...
Suggestions for Improving Effectiveness <ul><li>Ensure that Sally has the backup needed from more detail-minded teammates ...
Our Belief “ People are happiest and most productive when they are fully engaged and winning” 43%  - Not formally educated...
Today’s Objectives <ul><li>To  IDENTIFY  the characteristics    of top performers </li></ul><ul><li>To maximize employee  ...
<ul><li>Build Effective Teams </li></ul><ul><li>Develop World Class Customer Service </li></ul><ul><li>Create Effective an...
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Retaining Top Performers

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  • Good ___________, and welcome to our program – Identifying and Retaining Top Performers .   This briefing is being sponsored by (partner’s name) and Profiles International, Inc.   There are three extremely important objectives we want to achieve today.
  • The first objective is… 1. To identify the characteristics of top performers   Our second objective is… 2.  To maximize employee productivity, and   Our third is… 3.  To increase retention of peak performers   My name is ______________. (Give a short summary of your business background.)
  • I partner with a company, Profiles International, that has established itself as a world-leader in the assessment industry with over 40,000 clients in the U.S. alone in addition to over 100 international offices. We work with businesses of all sizes, from very small organizations to Fortune 500 companies.   The information we will be sharing today will contain things with which you are already familiar. This program will then serve as a “refresher” and a base upon which we will build. You will also pick up many new and valuable ideas that you can take with you and apply immediately.   Let’s address the first objective, how “to identify the characteristics of top performers”, by asking a question.
  • “ Have you ever made a conscious decision to hire a non-performer?” Of course, the answer is “no,” so how, then, do so many poor performers get hired? To answer THAT question, let’s begin with an examination of the traditional hiring process as practiced by most employers today.   This is a process that has from one to three components:
  • The first component is Historical Information . It consists of resume, past employment, education, personal references, and – maybe – a background check for verification. I highly recommend background checks before making a formal offer of employment. It helps create a legal safety net that protects you and your company.
  • Peter Drucker, the well-known author and management consultant, has said that up to sixty-six percent (66%) of a company’s hiring decisions will prove to be mistakes within twelve months and lists the top three reasons for this. They are: ·        Incompetence ·        Incompatibility ·        Dishonesty To help prevent this from happening, most companies add the second component, The Interview , which deals with the present.
  • The information gathered in the interview revolves around the first impression a candidate presents, and our judgements are generally based on gut feeling, appearance, and personality. Unfortunately, we try to get all of this information in a very short period of time.
  • The biggest cause of bad hiring decisions is when those decisions are made.   That’s right – according to a study conducted by the Society of Human Resource Management, as reported in USA TODAY, 63% of all hiring decisions are made in the first 4.3 minutes of an interview.   That means that too many people are hired solely on their ability to make a good first impression. Let me suggest that when you are hiring, you are not trying to find a friend – you are selecting an employee. You might want to make a note of that… You are not trying to find a friend – you are selecting an employee.   To further illustrate the importance of the selection process, remember what Peter Drucker said, “ ONE OF THE TOP THREE REASONS two-thirds of hiring decisions prove to be mistakes within twelve months is DISHONESTY .”
  • Did you know that in the United States theft by employees leads to over 36,000 business failures every year?   Employees steal, on average, $10 for every $1 taken by shoplifters.   Absenteeism costs a 50-employee business $31,000 a year. It’s surprising how often organizations fail to recognize how much simple absenteeism effects them.   It is important to know that the people who cause these problems are found in large numbers in your applicant pool. You need information and protection.   You will be happy to know that you can obtain extensive information and protection in a safe, easy, and cost-efficient manner through the use of assessments.
  • Let’s take a close look at one I recommend to my clients that provides a structured interview and information on employment history. It’s called the Step One Survey II and requires less than 15 minutes to complete.
  • The first part of the Survey contains direct admission questions and provides you with information that can be difficult to get during the interview.   Let’s look at item #11. It states “Mr. Trouble admits he has been fired due to conflicts with other workers and/or supervisors.   He also “can’t remember if he is on parole or under court-mandated probation”! It’s rather surprising that someone would not remember such a thing. But, as you look further, he also “can’t recall whether he ever filed a fraudulent medical claim”.   Now, these are dramatic examples of the kind of information you will receive with a well-constructed instrument. Unfortunately, even though dramatic, these examples are not as uncommon as you might think.   NOTE TO SPEAKER: If you feel it necessary, and time permits, you may review other items in this section.   Can you see how much easier it is to get this information prior to interviewing the candidate? This could be difficult to uncover during a face to face interview.
  • In addition to having the direct admission information, the Survey also provides a structured interview section that contains a series of questions that are related to the answers in the admissions survey. Here are some samples of interview questions that address the items we just discussed. “ Thomas, you stated that you were fired due to conflict(s) with workers/supervisors. Tell me about the circumstances leading up to this situation.” In addition to that, it seems like it would cause trouble for you if you were on parole or under court-mandated probation and couldn’t remember this. Wouldn’t you agree?” And our last example: “Thomas, tell me why you can’t remember if you’ve ever filed a fraudulent medical claim?” This valuable information and guide is essential to conduct an effective and thorough interview.   NOTE TO SPEAKER: If you feel it necessary, and time permits, you may review other items in this section. The second section of the Step One Survey assesses an applicant’s attitudes toward the key issues of HONESTY, DRUG USE, RELIABILITY and WORK ETHIC .
  • The report you receive has a Summary Table that shows how the applicant scored on all four critical scales. By evaluating this information, you can judge for yourself whether you want to give the applicant further consideration for employment. It is easy to see why so many companies have added this step to the selection process.
  • At this point in the process, we have COMPONENT ONE (which is the candidate’s HISTORY ) and COMPONENT TWO (which is derived from the INTERVIEW and the Step One Survey ). Unfortunately, most hiring decisions are made at this point. But, in order to successfully compete in today’s competitive environment, additional critical information is needed. That information, simply stated, must tell you whether or not your employees MATCH THE JOBS they are asked to perform.
  • JOB MATCH , the THIRD COMPONENT , is the most important, but least understood, element of the hiring process, and can only be achieved by assessing both the job and the individual . Remember, the only way we can make our best hiring decisions is to consistently use ALL THREE COMPONENTS . (Review the three circles.) History – derived from resume, past employment, education, and background checks. Interview – takes into consideration intuition (gut feel), appearance, and personality. Now remember, this is where most hiring decisions are made. Testing and Job Match – the most important, but least understood, element in the hiring process JOB MATCH deals with what matters most to the success of an organization, and that is PEOPLE that match their JOBS .   Let me substantiate this with statistics.
  • This chart shows the efficiency of a variety of methods you can use in the selection process. It indicates that people selected on the basis of the typical job interview are good hires only about 14% of the time — not a very good record. That’s just ONE good employee for every SEVEN hired. But, as you add other selection techniques, such as background checks and integrity testing, personality testing, ability testing, interest testing, and job matching, the percentage of selecting good on-the-job performers increases to 75%, further validating the need for the third component. The reason this is so important is because… You MUST see THE TOTAL PERSON .
  • People are like icebergs — there is more beneath the surface than above. When you have to make decisions based on inadequate information, you are bound to make hiring decisions you’ll regret later. If you use traditional hiring methods, you have to depend, too much, on your instincts. That reminds me of the definition of insanity: “ Doing the same thing over and over, and expecting the results to be different.” The traditional method for hiring people is never going to give you a better result, no matter how good you get. You will have to change the hiring formula before you can expect consistently better results. When you use the traditional system of selection, all you have is the “tip of the iceberg.” This is good, but limited, information. It does not give you a picture of The Total Person. To get the essential information for making better hiring decisions, you must look beneath the surface and get the complete picture of a job candidate.
  • The 1999 US Department of Labor publication titled TESTING AND ASSESSMENT: AN EMPLOYER’S GUIDE TO GOOD PRACTICES describes in depth the value for employers to have a picture of “the whole person”, as they describe it. You do this by assessing candidates to see if there is a match between the person and the job. As stated in Section 1, page 5 of this report…
  • “ The appropriate use of professionally developed assessment tools on average enables organizations to make more effective employment related decisions than the use of simple observation or random decision making.” Matching people with the work they do is absolutely essential. You don’t want to make the mistake of trying to force those “square pegs” into “round holes.” To accomplish this goal, you need a vehicle that examines THE TOTAL PERSON and THE JOB . The more you know about THE TOTAL PERSON , the more likely you are to make a hiring decision you will be pleased with a year from now.
  • Today, I would like to show you The Profile . I believe it is the best choice for seeing THE TOTAL PERSON.   Let’s look at what it measures:
  • The ProfileXT is a three-part assessment. It compares individuals to customized Job Match patterns in order to predict Job Success by assessing Thinking Style, Occupational Interests, and Behavioral Traits.
  • “ Thinking Style” is comprised of five parts beginning with Learning Index. This is an index of expected learning, reasoning, and problem solving; this score is a composite of the scores for: Verbal Skill – a measure of verbal skill through vocabulary   Verbal Reasoning – using words as a basis in reasoning and problem solving   Numerical Ability – a measure of numeric calculation ability   Numeric Reasoning – using numbers as a basis in reasoning and problem solving This information is extremely useful for achieving Job Match. For one thing, it shows you how quickly a person assimilates new ideas and information. Picture this analogy:
  • Two people have the same mental capacity, as represented by two one-gallon containers. However, one container is a bucket and can be filled quickly, while the other is a gallon jug with a narrow neck. It has the same capacity, but you fill it by slowly pouring liquid through the narrow opening. Imagine how effective your training, managing, and overall communication will be when you know the learning speed and style your employees and peers are most comfortable with. Wouldn’t you agree this information alone could literally change your business? As important as this is, it is equally important to be keenly aware of the THINGS THAT INTEREST THEM.
  • Imagine the value of knowing how each of your employees measures in the following qualities: Energy Level – measures a person’s tendency to be self-motivated, energetic, to show a high sense of urgency and a capacity for a fast pace. Assertiveness – measures a person’s general tendency to take charge, to be the leader. Sociability – measures a person’s general tendency to be people oriented, to be socially active and outgoing. Manageability – measures the tendency to follow policies, accept external controls and supervision, and work within the rules. Attitude – measures a person’s general tendency to have a positive attitude. Decisiveness – uses the available information to make decisions quickly. A ccommodating – measures a person’s general tendency to be friendly, helpful, and agreeable. To be a team person. Independence – measures a person’s general tendency to make their own decisions, to be self-reliant, to take independent action. Objective Judgement – measures a person’s general tendency to be objective in decision making. NOTE TO SPEAKER: Cover as many as time and/or necessity permits. You really fine-tune Job Match when you employ the element of Behavioral Traits. You’ll get much better results when you match people with the jobs they are required to perform. All three of these critical areas are clearly illustrated on a graph. Knowing where an individuals score falls on this graph is vital, but what separates your top performers from the rest of the pack is how they match the requirements of the job. These requirements are determined by an examination of what is needed in each of the areas by using job related, empirical data to establish a “JOB MATCH PATTERN”.
  • The “Occupational Interests” section gives you this information by measuring these factors: Enterprising – indicates an interest in occupations where they use persuasiveness and enjoy presenting plans. Financial/Administrative – indicates interest in occupations that work with financial data, business systems, administrative procedures, etc. People Service – indicates interest in occupations that help people and are concerned with the welfare of others. Technical – indicates interest in occupations that center on scientific and technical activities, research, and intellectual skills. Mechanical – indicates interest in occupations that work with tools, equipment, and machinery. Creative – indicates interest in occupations where they are imaginative, original, and aesthetic. People are more likely to be motivated by things they are good at and enjoy doing. When you match employees with tasks that fit their interests, they perform at a higher level of productivity, quality, and competency. At this point, we have great information on whether or not the person CAN and WILL do the job. The next important factor is HOW they’ll do it. This is illustrated beautifully in the “Behavioral Traits” section.
  • This is an example of a Job Match Pattern. The shaded areas indicate the pattern you want your job candidates to match. These patterns are always customized to fit the jobs in your company because they are based on the qualities and characteristics of the people who are your best employees. The pattern is a composite of the shared characteristics of the people who are the best performers in this particular job. By hiring people who have comparable characteristics, you bring people into your organization that are just like the people who perform the best for you. This is Job Match, and it is your best method for predicting Job Success.
  • For example, this graph represents good Job Match. The shaded areas are the Job Match Pattern, and the numbers are the applicant’s scores. The numbers within the shaded areas indicate Job Match. You can tell at a glance whether or not a job candidate is like your best employees. Do you see how easy it is to use The ProfileXT ?
  • Let’s look at an example of a poor match. Remember that the shaded areas are the Job Match Pattern, and the numbers are the individual’s scores. As you can see, the individual’s scores do not match the shaded area (the pattern). This represents a poor match.
  • When assessing new candidates, any time their scores fall outside the pattern, the Profile provides Interview Questions that help you probe deeper to evaluate the significance of the mismatched areas. These questions are open-ended and designed to elicit dialogue from a candidate and will also help you stay focused during the interview. The process now becomes much more informative and objective. When you use The ProfileXT in your hiring process, you get the essential information you’ve been missing. You also see THE TOTAL PERSON . Now you can identify people who: -Fit the job -Fit the company -Fit the management team and staff -Fit your corporate culture.
  • An added feature of The Profile is the number of available reports. They are: - The Placement Report (selection) - The Individual Report (self coaching) - The Coaching and Managing Report (training, managing, communication) - The Multi-Job Match Report (succession planning and redeployment) - The Summary Report (four page overview) - Graph (visual comparison in all areas)
  • The proper and consistent use of the information provided by the three components we have just discussed will provide you with all you need to be able to identify what makes top performers perform. Let’s move on to our second objective – how TO MAXIMIZE THE PRODUCIVITY OF ALL YOUR EMPLOYEES – and why this is so important. We have talked about selection and hiring. Let’s move on to how you coach, manage, and work with your employees to increase their productivity.
  • Look at this article published in the Harvard Business Review. “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.” As we look at this quote, you’ll notice the operative words are “know your people better than they know themselves”, which is great information, but does pose an interesting question. How do you do this? There are basically two ways. The first way is the standard in business today. That is, individual observation , which tends to be highly subjective and time consuming. The second way is assessments , which are time-efficient and highly objective. Which one do you prefer? Of course, the answer would be ‘time-efficient and objective’. Let’s review some valuable “objective” information and how it applies to behavioral tendencies in the following job related competencies.
  • These competencies are PRODUCTIVITY, QUALITY OF WORK, INITIATIVE, TEAMWORK, and PROBLEM SOLVING . Would you agree that knowing how your employees measure to these competencies would be invaluable?
  • In addition to these five areas, companies also have an enormous interest in the following three items. The first of which relates to how an employee responds to varying degrees of job-related stress, frustration, and conflict in the workplace The second deals with types of motivation. The third deals with the source of that motivation, whether internal or external. Take a moment to think how helpful it would be to have in depth, objective information on each of your employees in all eight of these areas. Getting this data is not as difficult as you might think. One of the most trusted and highly recommended instrument being used today is called the Performance Indicator. Let’s look at a sample report.
  • The first thing you see is a summary of primary behavioral tendencies in the five areas we discussed earlier. Here is a sample of just three of those areas. As you can see, under PRODUCTIVITY , it states: • He places strong emphasis on motivation and maintaining a great deal of intensity and emotional drive in the work situation. • He can accomplish goals through people. • John can generate enthusiasm for the projects of others. It seems as though John has some leadership qualities. So, let’s look at QUALITY OF WORK . It states: • Mostly, he is compatible with work assignments where consistent high quality and accuracy are rewarded. • Usually, John is thorough and concerned with quality; however, he tends to become bored quickly with detailed work. • Generally, he will work effectively with team members to set and maintain quality standards. This is good information to have where quality counts. Regarding our third example, INITIATIVE , it states: • He can generate innovative ideas, approaches, and solutions. Being creative, he is willing to experiment with change. • He is quick to recognize opportunities. I am sure you will agree, this is very important in highly competitive environments. Do you see how having this information can increase your effectiveness? Now that you know what your employees tendencies are, what is the best use of this information? You’ll be happy to know that each report has a complete section with suggestions to increase their effectiveness. Let’s look at it.
  • It states that under normal stress, frustration, and conflict in a job setting, our employee will: • Be optimistic, reassuring. • Be trusting and accepting. • Display a positive attitude regarding outcomes of conflict. If, however, the levels of stress, frustration, and conflict become intense and/or continue over an extended period of time , he may have a tendency to: • Become careless and disorganized. • Make overly optimistic assessments of others and outcomes. • Over-estimate his own ability to change others. NOTE TO SPEAKER: If you feel it necessary, and time permits, you may review other items under this tendency It is important to know that your employees and the environments they work in are compatible.
  • Another important element that every business owner, manager, and executive is most interested in knowing is how to motivate their employees. They often say they have tried everything from bonuses, contests, and other incentives to actually threatening them with their jobs. I guess we have all been there. But the answer does not lie with management’s perspective. It lies with each employee. Motivation is a very personal thing. What motivates some may very well de-motivate others. We simply need to know the difference. Look at the simplicity of this page. No extra words. No clutter. Nothing to interpret. Simply straightforward, bulleted items that take into account the individual’s personal needs for motivation. Here a few primary motivational factors for this individual. You see he prefers: • Public and social recognition. • Approval and acceptance. • Group activities outside of the job, participating in the community, identifying with various social groups. NOTE TO SPEAKER: If you feel it necessary, and time permits, you may review other motivational factors.
  • Where does that leave us? Well, we now know what motivates this person, leaving us with one of the more difficult tasks. And that is to discover the source of that motivation. That is, is this employee internally or externally motivated? Let’s review just three items about this person, and see if we can determine whether this is a self-motivated person or one that may need to be motivated externally. (That might mean by you.) • Capable of making unpopular decisions under normal circumstances, he becomes reluctant to make decisions when disagreements escalate. • He may become overly involved in socializing at the expense of proper time management. • John might be inclined to make overly optimistic and unrealistic promises. Well, team, what’s our conclusion? Externally motivated, right? That was easy, wasn’t it? And the reason it was easy lies in the clear, concise, and accurate information derived from the report. One of the main reasons I use the Profiles Performance Indicator is because all of this information is provided without taking any more then twenty minutes of an employee’s time. In addition to the time savings, having this information will put thousands of dollars on your bottom line.
  •   Based on the employee’s primary behavioral tendencies in the area of PRODUCTIVITY , our report offers these recommendations to increase their effectiveness: • Guard against having many discussions and then failing to complete the documentation for follow-up. • Make a promise to spend at least an hour each day on his most important projects. • Guard against over-socializing. Avoid having more talk than timely results. In the area of QUALITY OF WORK , the following suggestions are made: • Focus attention on obstacles to achieving high quality results and on ways to avoid or eliminate them. Focus on the overall objective, but attend to the critical details needed to achieve it.  • Use the skills of other team members to help attend to the details necessary for accomplishing the team’s objectives. And with regard to INITIATIVE , it is recommended that: • Do not over-commit. Be realistic in determining what work he can and cannot complete. • Always be aware of the need to follow through with his tasks. He should USE A SYSTEM to schedule his time • Keep his work environment free of distractions so that he can keep on task. This is one of the most valuable sections of a good instrument. With the enormous workload of management, it is refreshing and extremely helpful to have a few guidelines to help keep you on the right track. It is impossible to get the most out of what you have without this knowledge. Besides behavioral tendencies relative to an employees competencies regarding productivity, quality of work, initiative, teamwork and problem solving , understanding how your employees, at all levels, react to job-related stress, frustration, and conflict is an absolute essential element. Let’s look at what a sample of this report looks like.
  • Our enthusiasm and passion relative to maximizing employee productivity is derived from a belief that “people are happiest and most productive when they are fully engaged and winning.” A study conducted by the Bureau of Labor Statistics supports our belief. Simply stated, a full 43% of working Americans are in positions other than those that they were formally educated or trained in. This statistic is neither surprising nor disturbing until coupled with the second statistic. It states that a full 67% of the American workforce would literally change jobs tomorrow if they had the opportunity. That’s almost 7 out of 10 employees that are obviously not fully engaged, productive, or enjoying a winning experience . With this alarming information, it is obvious that the need for owners, executives, and employees to have all the information possible to successfully select, manage, train, motivate, and promote is absolutely essential.
  • Let me summarize where we are at this moment. We have quickly covered the three components of the selection process. We have also discussed easy-to-use instruments to help us in the task of managing, motivating, and training our workforce to help them become the absolute best they can be. This plan will attract the finest people to your organization that will be challenged, productive, and successful.
  • We can also help you: 1.  Build and maintain more effective teams, 2.  Deliver world-class customer service, 3.  Guarantee your call centers are effective and profitable, 4.  Receive objective management feedback 5.  Obtain thorough background checks, and 6.  Maintain a complete compliance system. Our computer-based systems are completely user-friendly. Paper and pencil, on-screen, or on the internet.
  • In front of you, you all have a registration card. If you haven’t filled it out, please take a minute and do so now. Please check the items that interest you most. I would also suggest turning the card over and writing “yes” for additional information or perhaps an appointment for us to meet personally. If you’ll do that, my way of saying ‘thank you’ for your time and interest is to provide you a complimentary Profiles Performance Indicator that you, or anyone you like, can take on our website. Simply meet me after our program, and I will assign your personal authorization code and password. I guarantee you will be impressed with the results and thoroughly enjoy the experience. I will stay at the close of our program to answer any questions you may have and set appointments for those that have their calendars with them. In closing, I’d like to thank you for the time you have invested today and suggest that the best way to maximize this investment would be to take the next step and make the DECISION to invest 20 minutes more for us to meet personally. Thank you.
  • Retaining Top Performers

    1. 1. Sponsored by Jeff Flowers, Strategic Business Partner Profiles International, Inc. An Executive Briefing Identifying and Retaining Top Performers
    2. 2. Today’s Objectives <ul><li>To IDENTIFY the characteristics of top performers </li></ul><ul><li>To maximize employee PRODUCTIVITY </li></ul><ul><li>To increase the RETENTION of peak performers </li></ul>
    3. 3. Over 700 Local Offices 40,000 Clients 100 Countries
    4. 4. Have you ever hired someone who did not reach your expectations?
    5. 5. History Résumé, Past Employment, Education, Background Check Selection Process – Step 1 PAST
    6. 6. <ul><li>Incompetence </li></ul><ul><li>Incompatibility </li></ul><ul><li>Dishonesty </li></ul>The Top Three Reasons People Fail Peter Drucker , Famous Management Consultant states: “ Chances are good that up to 66% of your company’s hiring decisions will prove to be mistakes in the first twelve months.”
    7. 7. Selection Process – Step 2 PAST History Résumé, Past Employment, Education, Background Check PRESENT Interview Gut Feeling, Appearance, Personality, Interview
    8. 8. <ul><li>“ 63% of all hiring decisions are made during the first 4.3 minutes of an interview.” </li></ul>The Interview – SHRM Study, reported in USA Today
    9. 9. <ul><li>36,000 business failures are caused by employee theft </li></ul><ul><li>Employees steal 10 times more than shoplifters </li></ul><ul><li>Absenteeism costs a 50 employee company $31,100 annually </li></ul>Check Applicants This is your applicant pool!
    10. 10. <ul><li>Provides a structured interview and employment history </li></ul>STEP ONE SURVEY II
    11. 11. STEP ONE SURVEY II
    12. 12. STEP ONE SURVEY II
    13. 13. STEP ONE SURVEY II
    14. 14. Selection Process – Step 2 PAST History Résumé, Past Employment, Education, Background Check PRESENT Interview Gut Feeling, Appearance, Personality, Interview, SOS II
    15. 15. Selection Process – Step 3 PAST PRESENT History Résumé, Past Employment, Education, Background Check Interview Gut Feeling, Appearance, Personality, Interview, SOS II Testing & Job Matching FUTURE
    16. 16. Utilize All of Your Resources 75% 66% 54% 38% 26% 14% Interview Background Checks & Integrity Testing Personality Testing Ability Testing Interest Testing Job Matching + + + + + – Psychological Bulletin Vol. 96, No. 1, August 1994 Professor Mike Smith, University of Manchester
    17. 17. The Total Person 10% - Good But Limited Information: Skills, Experience & Company Match 90% - Essence of the Total Person: <ul><li>Thinking Style </li></ul><ul><li>Occupational Interests </li></ul><ul><li>Behavioral Traits </li></ul><ul><li>Job Fit </li></ul>
    18. 18. US Department of Labor Employment and Training Administration Publication
    19. 19. Using Assessments “ The appropriate use of professionally developed assessment tools on average enables organizations to make more effective employment-related decisions than the use of simple observation or random de cision making. ” “ Testing and Assessment: An Employer’s Guide to Good Practices” US Department of Labor Employment and Training Administration
    20. 20. Seeking The Total Person PAST PRESENT History Résumé, Past Employment, Education, Background Check Interview Gut Feeling, Appearance, Personality, Interview, SOS II Testing & Job Matching ProfileXT FUTURE
    21. 21. <ul><li>Can the person do the job? </li></ul><ul><li>How will the person do the job? </li></ul><ul><li>Will the person want to do the job? </li></ul>What the ProfileXT Measures
    22. 22. Can the Person Do the Job? Thinking Style Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning 1 2 3 4 5 6 7 8 9 10
    23. 23. The Learning Index One Gallon One Gallon
    24. 24. How Will The Person Do the Job? Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgement
    25. 25. Will The Person Do the Job? Enterprising Financial/Administrative People Service Technical Mechanical Creative Occupational Interests 1 2 3 4 5 6 7 8 9 10
    26. 26. The JobMatch Pattern ™ <ul><li>Shaded areas indicate the JobMatch pattern </li></ul><ul><li>The JobMatch patterns show requirements for the jobs in your company </li></ul><ul><li>Use these patterns for: </li></ul><ul><li>Placement </li></ul><ul><li>Retention </li></ul><ul><li>Training </li></ul><ul><li>Promoting </li></ul><ul><li>Managing </li></ul><ul><li>Planning </li></ul>
    27. 27. The ProfileXT – Good JobMatch
    28. 28. The ProfileXT – Poor JobMatch
    29. 29. <ul><li>What kind of high stress situations have you experienced in which important calculations were necessary? </li></ul><ul><li>When making budgetary decisions, can you rapidly see where resources can be reallocated or redistributed? </li></ul><ul><li>If required to organize financial data, what would motivate you best to get the job done? </li></ul><ul><li>If working long hours analyzing data or solving technical problems, what ways do you maintain your motivation to persevere? </li></ul>Interview Questions
    30. 30. <ul><li>The Placement Report </li></ul><ul><li>The Individual Report </li></ul><ul><li>The Coaching and Managing Report </li></ul><ul><li>The Multi-Job Match Report </li></ul><ul><li>The Multi-Candidate Match Report </li></ul><ul><li>The Job Summary Report </li></ul><ul><li>The Job Summary Graph </li></ul>Multiple ProfileXT Reports
    31. 31. Today’s Objectives <ul><li>To IDENTIFY the characteristics of top performers </li></ul><ul><li>To maximize employee PRODUCTIVITY </li></ul><ul><li>To increase the RETENTION of peak performers </li></ul>
    32. 32. <ul><li>“ 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.” </li></ul><ul><li>– “ Job Sculpting: The Art of Retaining Your best People” </li></ul><ul><li>Harvard Business Review </li></ul><ul><li>September. - Oct. 1999 </li></ul>Maximizing Productivity
    33. 33. <ul><li>Productivity </li></ul><ul><li>Quality of Work </li></ul><ul><li>Initiative </li></ul><ul><li>Teamwork </li></ul><ul><li>Problem Solving </li></ul>Job Related Competencies
    34. 34. <ul><li>Response to job-related stress, frustration and conflict </li></ul><ul><li>How to motivate the employee </li></ul><ul><li>Whether the employee is internally or externally motivated </li></ul>Additional Information
    35. 35. Primary Behavioral Tendencies <ul><li>Productivity </li></ul><ul><li>He places strong emphasis on motivation and maintaining a great deal of intensity and emotional drive in the work situation. </li></ul><ul><li>He can accomplish goals through people. </li></ul><ul><li>John can generate enthusiasm for the projects of others. </li></ul><ul><li>Quality of Work </li></ul><ul><li>Mostly, he is compatible with work assignments where consistent high quality and accuracy are rewarded. </li></ul><ul><li>Usually, John is thorough and concerned with quality; however, he tends to become bored quickly with detailed work. </li></ul><ul><li>Generally, he will work effectively with team members to set and maintain quality standards. </li></ul><ul><li>Initiative </li></ul><ul><li>He can generate innovative ideas, approaches, and solutions. </li></ul><ul><li>Being creative, he is willing to experiment with change. </li></ul><ul><li>He is quick to recognize opportunities. </li></ul>
    36. 36. Response to Job Related Stress When experiencing stress, frustration, and/or conflict in a job setting, John may: <ul><li>Be optimistic, reassuring. </li></ul><ul><li>Be trusting and accepting. </li></ul><ul><li>Display a positive attitude regarding outcomes of conflict. </li></ul><ul><li>Be approachable and open to others. </li></ul><ul><li>Demonstrate flexibility in making workable compromises. </li></ul><ul><li>See both sides of an argument. </li></ul>If, however, the level of stress, frustration, and/or conflict becomes intense and/or continues over an extended period of time, there may be a tendency to: <ul><li>Become careless and disorganized. </li></ul><ul><li>Make overly optimistic assessments of others and outcomes. </li></ul><ul><li>Over-estimate his own ability to change others. </li></ul><ul><li>Experience difficulty planning and estimating time expenditure. </li></ul><ul><li>Make overly optimistic, unrealistic promises. </li></ul><ul><li>Oversell himself, relying too much on his verbal skills. </li></ul><ul><li>Become overly entertaining, which could distract from the seriousness of the situation. </li></ul>
    37. 37. Work Motivation This section of the report describes the different types of incentives, rewards, and conditions that are most compatible with John’s behavioral tendencies and motivational style. In motivating him, consider providing: <ul><li>Public and social recognition. </li></ul><ul><li>Approval and acceptance. </li></ul><ul><li>Group activities outside of the job, participating in the community, identifying with various social groups. </li></ul><ul><li>Assignments with a high degree of people contacts, opportunity to be with people. </li></ul><ul><li>Freedom from controls and details. </li></ul><ul><li>The opportunity for freedom of artistic expression. </li></ul><ul><li>Acknowledgement of his feelings. </li></ul><ul><li>Attention, popularity, the opportunity to be in the spotlight. </li></ul>
    38. 38. Motivational Energy (ME) Motivational Energy (ME) reflects the intensity that an individual shows and how he approaches most situations. John’s ME indicates that he will approach most situations with a moderate intensity and suggests that he might be inclined to show one or more of the following behavioral tendencies: <ul><li>Capable of making unpopular decisions under normal circumstances, he becomes reluctant to make decisions when disagreements escalate. </li></ul><ul><li>He may become overly involved in socializing at the expense of proper time management. </li></ul><ul><li>John might be inclined to make overly optimistic and unrealistic promises. </li></ul>
    39. 39. Adapting Change <ul><li>Sally Sample will focus more on successfully achieving the goal of change than on the detailed process of actually reaching it. </li></ul><ul><li>Sally’s appreciation for the value of a team and what they can accomplish for her in handling the details of the change process is often great. </li></ul><ul><li>Ms. Sample rarely doubts the need for change, even if others are obviously concerned or anxious about it. </li></ul><ul><li>Sally will take time to engender excitement for a new project, then launch at a fast pace toward the final outcome of change. </li></ul>Management Report – Sally Sample
    40. 40. Suggestions for Improving Effectiveness <ul><li>Ensure that Sally has the backup needed from more detail-minded teammates and that she utilizes their strengths. </li></ul><ul><li>Demonstrate a facilitative leadership style that exemplifies teamwork, so that Sally understands its value to change process. </li></ul><ul><li>Help Sally to pace her work in alignment with the needs of change procedures, at least until the initial phases of the process are launched. </li></ul><ul><li>Caution Sally about any frustrations she may feel about those who accept change less openly than she. </li></ul>Management Report – Sally Sample
    41. 41. Our Belief “ People are happiest and most productive when they are fully engaged and winning” 43% - Not formally educated or trained 67% - Unhappy and/or dissatisfied with current position – United States Bureau of Labor Statistics
    42. 42. Today’s Objectives <ul><li>To IDENTIFY the characteristics of top performers </li></ul><ul><li>To maximize employee PRODUCTIVITY </li></ul><ul><li>To increase the RETENTION of peak performers </li></ul>
    43. 43. <ul><li>Build Effective Teams </li></ul><ul><li>Develop World Class Customer Service </li></ul><ul><li>Create Effective and Profitable Call Centers </li></ul><ul><li>Receive Objective Management Feedback </li></ul><ul><li>Obtain Thorough Background Checks </li></ul><ul><li>Monthly educational Newsletter subscription </li></ul>We Can Help You
    44. 44. One Decision Can Change Your Life!
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