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McKonly & Asbury Webinar - Successful Investing in Human Capital
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We had another great webinar presented by Greg Lowe (Partner/COO) with McKonly & Asbury and Mark Pulaski, CPA, CGMA, CFP (Senior Consultant) with Cornerstone Advisors! Thank you to everyone that ...

We had another great webinar presented by Greg Lowe (Partner/COO) with McKonly & Asbury and Mark Pulaski, CPA, CGMA, CFP (Senior Consultant) with Cornerstone Advisors! Thank you to everyone that attended.

We objectively discussed recruiting strategies and the pros and cons of the various methods available in the marketplace today. We then talked about the various tools used for assessing potential new hires, as well as existing staff members that might be considered for promotion. When faced with difficult decisions, choosing the best person with the highest probability for success is how high performance organizations gain an edge. The conversation ended with a focus on both the process and the tools necessary to make the best human capital investments for your organization and was perfect for hiring managers, human resource professionals, or those seeking to evaluate promotion decisions among many good choices.

Check out our Upcoming Events page for news and updates on our future seminars and webinars.

For more information on this topic or to submit a question for Greg or Mark, use our contact page at www.macpas.com/contact or email them directly at glowe@macpas.com or mpulaski@cornerstoneadvisors.com. You can find out more about Cornerstone Advisors on their website.

http://www.macpas.com/webinar-recap-successful-investing-in-human-capital

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McKonly & Asbury Webinar - Successful Investing in Human Capital Presentation Transcript

  • 1. SUCCESSFUL INVESTINGIN HUMAN CAPITALG R E G L O W E ( PA R T N E R A N D C O O )M A R K P U L A S K I C PA , C G M A , C F P
  • 2. SUCCESSFUL INVESTINGIN HUMAN CAPITALG R E G L O W E ( PA R T N E R A N D C O O )M A R K P U L A S K I C PA , C G M A , C F P
  • 3. Greg Lowe• McKonly & Asbury LLP.• Partner and COO• Management &Consulting SpecialistMark Pulaski• Cornerstone Advisors• CPA, CGMA, CFPABOUT US
  • 4. ASSESSMENTSEffective hiring processes are invaluable• Hiring mistakes are costly!Assessments should be part of the mix• Effective reduction in hiring risk• Typically a good cost/benefit decisionUnfortunately, too few companies use assessments.
  • 5. ASSESSMENTSThere is no “silver bullet” assessment tool available.Our advice, use several assessments if it is practically andeconomically feasible.
  • 6. • Founded by Kathy Kolbe• In business for over 25 years• Used by clients of all size• Some notable clients include:• American Express, Chase Bank, Hershey Company, Intel,Microsoft, Motorola, Prudential, and the U.S. ArmyABOUT KOLBE
  • 7. CENTRAL IDEAS• Creative Instincts are the first things to kick in after you are motivated to takeaction.• Understanding one’s creative instincts will help the individual to bettermanage these energies.• Understanding others will improve communications, collaboration andhiring.• Results = Better Individual Performance + Better Team Performance
  • 8. KOLBE VIEW OF THE MINDThe mind that has the following equal faculties:• Affective (Emotional) - feelings and motivation• Desires, beliefs, attitudes, emotional intelligence, preferences, values…things commonly thought of as personality• Cognitive (Intellectual) – thought• IQ, reason, and knowledge, skills gained and experience• Conative (Functional) – instinctive actions• Instinct, creative powers, mental energies, talents
  • 9. EMPLOYEE ASSESSMENT PROGRAMS
  • 10. HIGH PERFORMANCE ZONEConative = Instinctive behaviors (Kolbe Profile)Affective = Motivation, Values, Emotional IntelligenceCognitive = IQ, Skills and Knowledge
  • 11. CONATIVE ISSUES…Are the ones that keep you awake at nightBurn-out, reduced effectiveness and low joy of accomplishment come fromworking against your grain.The brain works far more efficiently when it has the freedom to perform a taskaccording to its natural conative patterns of action… the person’s unique M.O.
  • 12. CHARACTERISTICS OF CREATIVE INSTINCTS• Equal - we all have equal creative energy (100%).• Neither Right nor Wrong – they represent our strengths/bestmethods of operating.• Unchanging - ingrained and unchangeable.• 96% Test- Retest
  • 13. CAPTURING INSTINCTIVE BEHAVIOR• Creative instincts are manifested in a person’s blend of Kolbe ActionModes®, or their MO.• Separate and distinct patterns of brain activity exist for each of thefour conative Action Modes®.• Kolbe Action Modes® constitute observable behaviors that resultfrom the use of instinctive strengths.
  • 14. PREDICTIVE VALIDITYPredictor Performance RatingsThe Validity of Different Predictorsof Job Performance*Source: Wall Street JournalKolbe A IndexCognitive Test ScoreBiographical DataReference ChecksEducationInterviewsCollege GradesInterestAge.82.53*.37*.26.22*.14*.11*.10*-.01*
  • 15. KOLBE ACTION MODES®(Listed in Order of Dominance)• Fact Finder (our instinct to probe)• Follow Thru (our instinct to organize)• Quick Start (our instinct to improvise)• Implementor (our instinct to construct)
  • 16. KOLBE ACTION MODES®Fact Finder• Deals with detail, precision and complexity, and provides theperspective of experience.Follow Thru• Deals with structure, order and closure, and provides focus andcontinuity. Coordinates with others.
  • 17. KOLBE ACTION MODES®Quick Start• Deals with originality, and provides intuition and a sense of vision.Focuses on the future and anticipates change.Implementor• Deals with physical space and ability to operate manually, withtools/hardware. Creates quality products that will endure.
  • 18. Each Action Mode isdisplayed across threeZones of OperationZONES OF OPERATION
  • 19. RANGE OF BEHAVIORS - FACT FINDERSimplify (1 – 3) Specify (7 – 10)Distill InformationResearch in-depth/Provide historicalevidenceCondense the data Establish specific prioritiesApproximate the particulars/See thebig picture Quantify/rank order particularsStick with the basic hypothesis Develop complex strategiesEstimate/create metaphors Assess probabilities
  • 20. RANGE OF BEHAVIORS - FOLLOW-THRUAdapt (1 – 3) Systematize (7 – 10)Create Shortcuts Create the plan and coordinate needsBe flexible and switch tasks frequently Design sequential systemsThrive on interruptionsContain discrepancies andinterruptionsKeep everything accessible Bring focus and closureDo several things at once Chart and graph logisticsCut through bureaucracy
  • 21. RANGE OF BEHAVIORS - QUICK STARTStabilize (1 – 3) Improvise (7 – 10)Protect the status quo Create a sense of urgencyStick with what’s familiar Initiate changeLimit the options Originate optionsReduce unexpected eventsInitiate innovation andexperimentationCreate undeviating standards Ad lib stories and presentationsCreate precedentsImprovise solutions and promotealternatives
  • 22. RANGE OF BEHAVIORS - IMPLEMENTORImagine (1 – 3) Build (7 – 10)Conceptualize solutions Tackle tangible productsFind intangible methods Erect and install mechanical devicesCapture the essence Create substantive demonstrationsPortray symbolically/create out of thinair Build hand-crafted modelsDeal with abstractions Handle transportation and packagingMass produce Display/demonstrate prototypesProtect nature/the environment
  • 23. KOLBE STRENGTHSThe Kolbe Strengths™ arethe 12 ways that weapproach problem solving.Everyone instinctively usesfour…one in each mode
  • 24. KOLBE TOOLSInclude various individual and team applications including:• Kolbe A™ Index, including Career MO, Financial MO and Sales MO Reports• Kolbe A to A ™ Report• Kolbe B ™ Index• Kolbe C ™ Index• Leadership Analytics ™ Report• RightFit ™
  • 25. KOLBE INDEX = VALID AND RELIABLE• Nondiscriminatory by race, gender, age.• RightFit™ meets and exceeds EEOC requirements.• Meets all standards of the American Psychological Association(APA).
  • 26. COMPANIES CAN OPTIMIZE PERFORMANCE BY:• Hiring right• Giving people the freedom to be themselves,• Assigning jobs suited to instinctive strengths,• Building synergistic teams,• Reducing obstacles that cause stress,• Rewarding committed use of instinctive energy,• Allowing for the appropriate use of time, and• Communicating in ways that trigger the effective use of the instinctive strengths.
  • 27. Greg Lowe• glowe@macpas.com• 717-761-7910Mark Pulaski• mpulaski@cornerstoneadvisors.com• 610-437-1375CONTACT US
  • 28. FRAUD ENGAGEMENTFROM A TO ZS A M U E L B O W E R C R A F T , M S I S , C I S A&D A V I D H A M M A R B E R G ,C P A , C F E , C I S S P , M C S E , W X Y Z