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Retention and Development Strategies
 

Retention and Development Strategies

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Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your ...

Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.

Join us for this webinar and learn:

Engage top performers
Engage talents
Improve performance through coachin

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    Retention and Development Strategies Retention and Development Strategies Presentation Transcript

    • imaginegreat people ®a presentation brought to you by:
    • Greg Stewart, PhD, LPC Dr. Greg Stewart is Vice President for Profiles International’s Enterprise Solutions Sales Division. Greg taps into his deep understanding of the impact of “organizational culture” - the manner in which an organization utilizes strengths, addresses challenges and adapts to change - to support executives, managers and business owners as they implement solutions to their employee-related challenges. He brings his passion for positive change management to developing management training, organization development, and assessment solutions that are uniquely tailored to help his clients succeed. Greg is an experienced human capital expert with over 15 years in management and human resources. After being successful in building religious, non-profit organizations, he started his business as a management consultant, trainer and organizational developer. As a consultant, his primary focus was executive coaching and his specialty was performance optimization through effective people Vice President management and organizational infrastructural development. As well, Greg hasEnterprise Solutions Sales taught dozens of college-level courses on management, leadership, personal growth and development, and organizational change. Greg holds a BA in Organizational Leadership and a PhD in Counseling. His dissertation was The Relationship of Emotional Intelligence with Job Satisfaction and Organizational Commitment. He is a certified Bar-On Eq-I administrator and is also certified with DDI (Development Dimensions International) in the building of competency models for organizations. He has deep insight into problem-solving and employee motivation and is a phenomenal speaker and blogger of management imagine great people ® and leadership.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Who We Are • Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of Test Publishers • Microsoft Certified Partnerwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Creating Value for Clients We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Diverse Base of Marquee Customers Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Customer Highlights • 11,000 + active customers • Customer base includes 152 Fortune 2000 companies • Represented in nearly 130 countrieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Taleo World Profiles International Clientswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Clients We’ve Served “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 data from the PXT), I can figure out that if poor job fit is the case, I can help them go into a different job and do better.”www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Clients We’ve Served • Before implementing the ProfileXT® the average sales per sales rep was $169,409. • After one year of implementation with the ProfileXT®, annual sales increased to an average of $233,952 per sales representative. • The ProfileXT® assessment increased the Bard Medical’s Critical Care sales by $64,543 per sales representative, a 28% annual increase.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Clients We’ve ServedGoal – Provide an objective tool to assist in measuring success and managingeach team member to become a Top Performer.Outcome: • Consistent adoption since 2004 has reduced turnover • Have hired better fit sales team members. • Leveraged each sales person’s unique characteristics to help them succeed. • 100% participation/compliance from existing team. • Development defined by results of an objective tool.Today: • Assessment is being used in all hiring decisions for Sales Effectiveness Program. • Sales 180 is used twice a year for each sales professional and is part of the culture.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • What is theValue of your Employees? How will you increase their value?
    • Frank Schmidt & John Hunter “Experts in Personnel Productivity and Psychology”• Based on 85 years of research!• Reported in the Harvard Business Review www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
    • ‘Superior Performers’ ‘Average Performers’ ‘Marginal Performers’www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Why This Matters – Output as a Percentage of Mean Output Unskilled / Semi-skilled ‘Average’ 19% more that ‘Poor’ ‘Superior’ 19% more that ‘Average’ ‘Superior’ 19% more that ‘Poor’ Skilled ‘Average’ 32% more that ‘Poor’ ‘Superior’ 32% more that ‘Average’ ‘Superior’ 32% more that ‘Poor’ Management / Professional / Sales ‘Average’ 48% more that ‘Poor’ ‘Superior’ 48% more that ‘Average’ ‘Superior’ 184% more that ‘Poor’ 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. www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
    • Implications• Unless all your people are ‘superior’ performers, you are losing money unnecessarily.• Every time you move performance of an employee from ‘average’ to ‘superior’ you have a dramatic and measurable financial impact.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Why the Productivity Disparity… Performance Predictors How well does each factor correlate with on-the-job success? Full Glass = Exact Correlation Interests Education Training Interview Experience References Behaviors Cognitive www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
    • Why the Productivity Disparity… Performance Predictors How well does each factor correlate with on-the-job success? Full Glass = Exact Correlation .10 .15 .13 .14 Interests Education Training Interview .18 .26 .38 .53 Experience References Behaviors CognitiveSource: Professor Mike Smith, University of Manchester; John E. Hunter & Rhonda Hunter, “Validity and Utility of Alternative Predictors of Job Performance”, Psychological Bulletin, Vol. 96, No. 1, p. 90; Robert P. Tett, Douglas N. Jackson and Mitchell Rothstein, “Personality Measures as Predictors of Job Performance: A Meta-Analytical Review”, Personnel Psychology, p. 703, Michigan state University’s School of Business www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
    • Our Solution Having done this, we can show you - graphically and quantifiably - to what degree current employees, or candidates for employment, match that standard.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • The Cornerstones of Performance Job-Fit: The missing third in identifying Superior Performance Résumé, Application, References Job Match Assessment Interview, Integrity Assessmentwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • The ProfileXT® Evaluates What’s Behind the Surface 10% - The Obvious Education, Knowledge, Resume, References, Background, & Experience 90% - Below the Waterline: • Thinking Style • Behavioral Traits • Occupational Interests • Overall Job Fit www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
    • ProfileXT® Insight: What We Measure Thinking Style 1 2 3 4 5 6 7 8 9 10 Learning IndexCAN they do the job? 1 2 3 4 5 6 7 8 9 10 Verbal Skill 1 2 3 4 5 6 7 8 9 10 Verbal Reasoning 1 2 3 4 5 6 7 8 9 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 Assertiveness 1 2 3 4 5 6 7 8 9 10 SociabilityHOW they do the job. 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 1 2 3 4 5 6 7 8 9 10 Objective Judgment Occupational Interests 1 2 3 4 5 6 7 8 9 10 Enterprising 1 2 3 4 5 6 7 8 9 10 Financial/AdminDO they love it? 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 People Service Technical 1 2 3 4 5 6 7 8 9 10 Mechanical 1 2 3 4 5 6 7 8 9 10 Creativewww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • ProfileXT® Insight: What We Measure To What Degree Might This Person Exhibit the Competencies You are After?www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • The ProfileXT® & Profile Sales Assessment™Shaded areas indicate thePerformance Model.The Performance Modelsshow requirements forthe jobs in your company.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • The ProfileXT® & Profile Sales Assessment™ Good Matchwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • The ProfileXT® & Profile Sales Assessment™ Poor Matchwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • How Performance Models Are BuiltTop Performers- Talent audit/intelligence- Use objective measures for identification- Concurrent or Predictive validityJob Analysis- Competency Analysis (especially w/changes in job requirements)- Supervisory Survey- Few or NO top performers availableLibrary of Models- Over 1,400 Existing Performance Models- Extracted from 400,00 modelswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • How Performance Models Are Builtwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
    • Our Offer“Contingency” Pilot Study
    • 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