How to Select and Identify High-Performers

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In this webinar you will learn: …

In this webinar you will learn:
How to identify and hire the right people, for the right role the first time.
Ways to maximize employee productivity
How to increase retention of your top performers
And more...

If you are looking to engage top performers, retain talent and improve performance, then you will not want to miss this session. The webinar will illustrate talent management strategies for high impact positions that will bring success to your organization.

More in: Business
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  • 1. A LEADERS GUIDEHow to Selectand IdentifyHigh PerformingEmployees#SIHPwebinar
  • 2. Hi! i’mL IA NN Mo derator
  • 3. HOUSEKEEPING
  • 4. Receive a Complementary Critical Job Study! Let us show you firsthand how our solutions can benefit your company. 1 2 3Select a Critical Job! Assess Job Incumbents! Complementary Job Study! Report designed for Performance Model Sales & Business Development Exec. It’s as easy as, 1, 2, 3!
  • 5. Critical Job Study!Identifies what is really required for success in anygiven job – in terms of: (1) Learning (2) Reasoning (3) Communication (4) Problem Solving (5) Behaviors (6) Occupational Interests
  • 6. A Clear Target for Success… ...against which people can be graphically and quantifiably compared, has implications for... § Selection Report designed for Performance Model Sales & Business Development Exec. § Development § Coaching § Management § Succession PlanningReceive a Complementary Critical Job Study!
  • 7. TODAY’S PRESENTER HEINTJIE SANTOS Assessment Solution Expert | Country Director, Singapore Connect with me Heintjie.Santos@profiles.com.sg
  • 8. Creating Value for Our ClientsWe support our clients through the fullemployee life-cycle, helping them identify thebest people for their jobs and then developingthem to their fullest potential. The GLOBAL LEADER in Employee Assessment Solutions
  • 9. 700 OFFICES WORLDWIDE The GLOBAL LEADER in Employee Assessment &Talent Management Solutions Established in 1991 125 COUNTRIES WORLDWIDE PRESENCE
  • 10. 50 MILLION USERS 45,000 CLIENTS 33 LANGUAGES50,000,000 MILLION USERS
  • 11. Diverse Base of Marquee CustomersCustomer Highlights§ 11,000+ Active Customers§ Includes Most Fortune 500 Global Companies
  • 12. Companies Face Two Types of Problems… System People Problems Problems WE FOCUS ON PEOPLE PROBLEMS.
  • 13. We specialize and are experts in solving people problems in organizations
  • 14. THE LEADERS GUIDEHow to Selectand IdentifyHigh PerformingEmployees #SIHPwebinar
  • 15. Ih ave 3 thin gs….
  • 16. Guide to maximize How to identify the employee productivitycharacteristics of your top and retain your top performers performers ROI on Leadership 1 2 3
  • 17. Guide to maximize How to identify the employee productivitycharacteristics of your and retain your top top performers performers ROI Case Study 1 2 3
  • 18. Have you ever hiredsomeone wholooks good on paper….BUT END UP AS A ?DISAPPOINTMENT!
  • 19. Selection ProcessChecking the PAST Skill Fit
  • 20. (1) Experience,(2) Education(3) Training,(4) Certification(5) etc.However…
  • 21. People have a tendency to embellish their qualifications
  • 22. 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 ResourcesManagement (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
  • 23. Chances are good that upto 66% of your company’shiring decisions will proveto be mistakes in the first twelve months. - Peter Drucker
  • 24. The Top 3 Reasons People Fail (1) Dishonesty (2) Incompetence (3) Incompatibility
  • 25. Selection ProcessChecking the PAST Reviewing the PRESENT Skill Fit Company Fit Experience, Attitudes, Education, Values , Training, Appearance, Certification etc. Demeanor etc.
  • 26. Interview
  • 27. Interview She studied in the same University I went!
  • 28. Interview Impressive! she talks and speaks just Like Me.
  • 29. Interview My Gut Feel is she will be do great in this job.
  • 30. “63% of all hiring decisions are made during the first 4.3 minutes of an interview.” - SHRM
  • 31. 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 ResourcesManagement (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
  • 32. ki n g H R S tatistics: Shoc TU RNOVER… costs of replacement…. Senior Executive Mid-Level Employee S$260,000 Salaried Employee S$52,000 S$11,000*Sources: CareerBuilder.com Survey (2008), Gurtin vs. Nurse Connection, et. Al. (2002), Human Resources Management (2008), Recruiting Times, Society of Human ResourcesManagement (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
  • 33. THINK OF THECOST OF YOUR LAST HIRE…
  • 34. 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.
  • 35. Cornerstones of PerformanceChecking the PAST Reviewing the PRESENT Skill Fit Company Fit Experience, Attitudes, Values , Education, Demeanor, Training, Appearance, Certification etc. Demeanor etc. JOB MATCH Predicting Superior Performance
  • 36. DID YOUKNOW?
  • 37. 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
  • 38. Heads or Tails?
  • 39. % OF HIRING SUCCESS 100% 90% 80% 75% 70% 66% 60% 54% 50% 40% 38% 30% 26% 20% 14% 10% 0% Interview Reference check Personality Test Abilities Test Occupational Interest Matching JobSource - Professor Mike Smith, University of Manchester, August 1994John 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, andMitchell 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.
  • 40. KNOW“The TOTAL PERSON” 75% to increase hiring successup to
  • 41. This is what YOU SEEPEOPLE  are  like  …
  • 42. Real  side  of  PEOPLE
  • 43. 10% Good But Limited InformationEducation, Experience and Skills 90 % Essence of the “Total Person” ü Thinking Styles ü Behaviors ü Occupational Interest ü Job Fit
  • 44. ORGANIZATIONAL PHENOMENON IN HIRING PEOPLE “A” Players Hire – “B” Players “B” Players Hire – “C” Players “C” Players Hire – “D” Players until it becomes……
  • 45. “Z” CompanyClowns Inc.
  • 46. BOZO EXPLOSION
  • 47. How do we solve this PROBLEM ?
  • 48. FRANK SCHMIDT & JOHN HUNTER “Experts in Productivity and Organizational Psychology” Reported in…85 Years ofResearch
  • 49. Not all people in all jobs are created equal – not all people are equally productive.
  • 50. Implications? Unless all your people aresuperior performers, you are losing money unnecessarily?
  • 51. Implications?Every time you move performance of an employee from Average Superior YOU HAVE A DRAMATIC AND MEASURABLE IMPACT
  • 52. start with yourTOP PERFORMERS
  • 53. 1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS 3.CHARACTERISTICS
  • 54. 1.RESULTS IDENTIFYING THE TOP PERFORMERS § Talent Audit / Intelligence § Job Analysis Build a Performance Model
  • 55. 1.RESULTS IDENTIFYING THE TOP PERFORMERS Carefully identify OBJECTIVE measures ü Sales Per Month, Quarter or Annum ü Average Profit Margin Per Sale ü Calls Handled Per Hour ü Units Manufactured Per Hour ü Supervisors/Managers Rating etc…
  • 56. Every success is 2.POTENTIALS different from one company to the other
  • 57. 2. We need to askPOTENTIALS 3 Questions?
  • 58. Thinking  Style 1 2 3 4 5 6 7 8 9 10 Learning IndexCan they do the 1 2 3 4 5 6 7 8 9 10 Verbal Skill Verbal ReasoningJob 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 Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 AssertivenessHow will they do 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Sociability Manageabilitythe Job. 1 2 3 4 5 6 7 8 9 10 Attitude Decisiveness 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Accommodating 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 OccupaGonal  InterestsAre they 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Adminmotivated to do 1 2 3 4 5 6 7 8 9 10 People Service Technicalthe job? 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  • 59. ProfileXT® (PXT)Measures "The Total Person”
  • 60. Thinking  Style Learning IndexCan the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning 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 1 2 3 4 5 6 7 8 9 10 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 Accommodating 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 OccupaGonal  Interests 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  • 61. Learning Index Learning, reasoning and problem solving approach 1 2 3 4 5 6 7 8 9 10 ONE ONE GALLONGALLON
  • 62. Thinking  Style Learning IndexCan the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 AssertivenessAre comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability Attitude environment they 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Decisiveness work in Accommodating 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 OccupaGonal  Interests 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  • 63. Thinking  Style Learning Index Can the person deal 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Verbal Skill with the mental 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning demands of their 1 2 3 4 5 6 7 8 9 10 Numerical Ability position 1 2 3 4 5 6 7 8 9 10 Numeric Reasoning Behavioral Traits 1 2 3 4 5 6 7 8 9 10 Energy Level 1 2 3 4 5 6 7 8 9 10 AssertivenessAre comfortable with 1 2 3 4 5 6 7 8 9 10 Sociability the demands of the 1 2 3 4 5 6 7 8 9 10 Manageability Attitude environment they 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Decisiveness work in Accommodating 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 Independence Objective Judgment 1 2 3 4 5 6 7 8 9 10 OccupaGonal  Interests 1 2 3 4 5 6 7 8 9 10 EnterprisingLove their job and are 1 2 3 4 5 6 7 8 9 10 Financial/Admin motivated to do it 1 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative
  • 64. “...(it) hinges on fit with the job…” TOP PERFORMERS fit their jobs and: 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
  • 65. Thinking  Style Learning Index 1 2 3 4 5 6 7 8 9 10 Verbal Skill 1 2 3 4 5 6 7 8 9 10 The Verbal Reasoning Numerical Ability Numeric Reasoning 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 1 2 3 4 5 6 7 8 9 10 JobMatch™ Behavioral Traits Energy Level 1 2 3 4 5 6 7 8 9 10 Pattern Assertiveness Sociability Manageability 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 (Performance Model) Attitude 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Decisiveness 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 1 2 3 4 5 6 7 8 9 10 OccupaGonal  Interests Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/Admin 1 2 3 4 5 6 7 8 9 10 3. People Service 1 2 3 4 5 6 7 8 9 10CHARACTERISTICS Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creative 1 2 3 4 5 6 7 8 9 10
  • 66. TheJobMatch™Pattern(Performance Model)Shaded areas indicate theJobMatch patternThe JobMatch patterns showrequirements for the job in yourcompany
  • 67. Good MatchDark areas indicate theJobMatch patternYellow boxes show thecandidate’s scores
  • 68. Good MatchDrives a singlejob-match number
  • 69. QuestionableMatchShaded areas indicate theJobMatch patternYellow boxes show thecandidate’s scores
  • 70. QuestionableMatchIdentify % matchfor every area
  • 71. Distortion ScaleDetect howcandid therespondentsanswered theassessment
  • 72. Having done this, we can show you - graphically andquantifiably - to what degree current employees, or candidates for employment, match that standard.
  • 73. Solution used throughout the A Clear Target for Success…employee life-cycle§ Selection§ On-Boarding Report designed for Performance Model Sales & Business Development Exec.§ Coaching§ Development§ Management§ Succession Planning & Strategic Workforce Planning
  • 74. 1. RESULTS start with your TOP PERFORMERS 2. POTENTIALS 3.CHARACTERISTICS
  • 75. Maximizing Productivity“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
  • 76. Guide to maximize How to identify the employee productivitycharacteristics of your and retain your top top performers performers ROI Case Study 1 2 3
  • 77. ARE YOU EVER TIRED OF NOT SEEING AND NOT KNOWING THE RETURN ON INVESTMENT (ROI) ON YOUR HR ACTIVITIES
  • 78. CASE STUDIES(Real-Life Client Result)
  • 79. CASE STUDIESChemical Insurance Medical DeviceIndustry Industry Manufacturing Industry
  • 80. “ 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 datafrom the PXT®), I can figure out that if poorjob fit is the case, I can help them go into a different job and do better. ”
  • 81. Challenge Before implementing the ProfileXT® the average sales per sales rep was $169,409.Results:After one year of implementation with the ProfileXT®, annualsales increased to an average of $233,952 per sales rep.The ProfileXT® assessment increased the Bard Medical’s CriticalCare sales by $64,543 per sales rep, a 28% annual increase.
  • 82. GLOBAL INSURANCE COMPANY Challenge § Identify top performers § Improve selection process § Sustain a turnover rate below industry averageResults: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%.
  • 83. "We now make more informed hiring decisions. Selecting people whowill stay with us longer. But it doesnt end there, Profiles products havebecome 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 Manager Hospitality and Resort Industry
  • 84. A LEADERS GUIDEHow to Selectand IdentifyHigh PerformingEmployees#SIHPwebinar
  • 85. HEINTJIE SANTOS Assessment Solution Expert | Country Director, Singapore Connect with me Heintjie.Santos@profiles.com.sgTHANK YOU > >
  • 86. Hi! i’m back!LIA NN Mo derator
  • 87. Receive a Complementary Critical Job Study! 1 2 3Select a Critical Job! Assess Job Incumbents! Complementary Job Study! Report designed for Performance Model Sales & Business Development Exec. It’s as easy as, 1, 2, 3!
  • 88. Critical Job Study!Identifies what is really required for success in anygiven job – in terms of: (1) Learning (2) Reasoning (3) Communication (4) Problem Solving (5) Behaviors (6) Occupational Interests
  • 89. A Clear Target for Success… ...against which people can be graphically and quantifiably compared, has implications for... § Selection Report designed for Performance Model Sales & Business Development Exec. § Development § Coaching § Management § Succession PlanningReceive a Complementary Critical Job Study!
  • 90. Would you like to receive a complementary critical job study? A. Yes B. No Have an immediate need ? Call us at +65 65717031 URL: www.profiles.com.sg
  • 91. QUESTIONS?
  • 92. us for our nex t upcoming Join WEBINAR Click HERE to registerEXECUTIVE’S GUIDEStrategic WorkforcePlanning
  • 93. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business