Best Practices Research




     Selection Strategies for Re‐organization, Re‐deployment and Recovery
     Selection Strat...
Selection St t i for Re-organization, R d l
S l ti Strategies f R            i ti    Re-deployment and Recovery f
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Introduction
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Participants – Company Size
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                                                     Research Met...
Part 1: Top 10 Selection Best Practices
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Comprehensive Report of Findings
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Q1: We know how each job supports our company's key obje...
Comprehensive Report of Findings
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Q2: We consider internal candidates before opening oppor...
Comprehensive Report of Findings
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Q3: We have objective evaluation criteria based on know...
Comprehensive Report of Findings
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Q4: Our compensation is competitive based on current ma...
Comprehensive Report of Findings
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Q5: We apply a consistent selection process to all cand...
Comprehensive Report of Findings
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Q6: We include key stakeholders in our employee selecti...
Comprehensive Report of Findings
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Q7: We train our interviewers in our employee selection...
Comprehensive Report of Findings
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Q8: We give our interviewers guidance to help them probe...
Comprehensive Report of Findings
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Q9: We conduct comprehensive reference and background c...
Comprehensive Report of Findings
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Q10: Our orientation process for newly hired people hel...
Conclusion: Top 10 Selection Best Practices
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Need Help...
imagine great                                                                                 people ™
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Selection Strategies for Re-organization, Re-deployment, and Recovery

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Selection Strategies for Re-organization, Re-deployment, and Recovery

  1. 1. Best Practices Research Selection Strategies for Re‐organization, Re‐deployment and Recovery Selection Strategies for Re‐organization Re‐deployment and Recovery Comprehensive Report of Findings Assessment Edge www.assessmentedge.com 937.550.9580 ©2009 Profiles International. All rights reserved.
  2. 2. Selection St t i for Re-organization, R d l S l ti Strategies f R i ti Re-deployment and Recovery f t dR from Profiles I t P fil International’s 2009 © Copyright 2009 b P fil ti l’ 2009. C i ht by Profiles International. Printed and bound in the United States of America. All rights reserved. No part of the report may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems without written permission from the publisher. Publisher Profiles Research Institute Dario Priolo, Managing Director 5205 Lake Shore Drive Waco, Texas 76710-1732 Profiles International Acknowledgements CEO, Co-founder, Profiles International: Jim Sirbasku President, Co-founder, Profiles International: Bud Haney Editor-in-Chief: Dario P i l Edit i Chi f D i Priolo Managing Editor: Carrie D. Martinez Assistant Editor: AshleyDawn Sheppard Creative Director: Kelley Taylor Writer: Louis Greenstein Contributing Experts: Dr. Scott Hamilton, PhD, John Bradford www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 2 ©2009 Profiles International. All rights reserved.
  3. 3. Introduction In t d ’ I today’s economy, nearly every organization f l i ti faces pressure to reduce waste and run at peak efficiency. For many, this means making difficult personnel decisions to eliminate positions that don’t add sufficient value to the organization and either eliminating or re-deploying people in those roles. ith li i ti d l i l i th l The climate in the organization becomes tense as these changes take hold, and the stakes are high with little room for SHRM predicts this Congress p g error. Thi i compounded by our country’s new administration, This is d db t ’ d i i t ti could advance the most which will likely propose changes in workplace regulation making it much more difficult and costly to terminate an active workplace policy underperforming employee. agenda in th l t 30 years. d i the last Given the importance of this issue, our study had 2 objectives: 1. Identify the “Top 10” questions an organization needs to answer l di up to a re-structuring effort. d leading i ff 2. Identify primary challenge organizations face when implementing re-organization plans. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 3 ©2009 Profiles International. All rights reserved.
  4. 4. Participants – Company Size p p y Research Methodology 1,000 + 22% 0 ‐ 99 Profiles International researchers conducted a comprehensive 500 ‐ 999 45% review of organizational design and talent management 8% practices to identify over 50 “best practices” in the context of 100 ‐ 499 organizational restructuring. We then asked several experts to 25% rank order their top 20 best practices from this list. From this, we determined our “Top 10” best practices list. From these “Top 10” best practices we designed a brief 10- Participants - Role question survey to poll our clients on how well they believed their organizations followed these practices and how well they would be prepared for a major re-organization and re- Other,  Other, deployment event. y C‐Level CL l 17% 23% We had nearly 800 participants from multiple industries. Over 30% worked in companies with more than 500 employees and Manager 31% VP /  over 50% had Director-level roles or higher. g Director i 29% Total Participants = 785 www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 4 ©2009 Profiles International. All rights reserved.
  5. 5. Part 1: Top 10 Selection Best Practices p 1. Know how each job supports your organization’s key objectives. 2. 2 Consider both internal and external candidates for open positions positions. “Your survey was a 3. Use objective evaluation criteria based on known outstanding performers in that job. real eye-opener. We have a lot of 4. Ensure compensation is competitive, based on current market rates for the job. room to ensure we put the right people 5. Apply a consistent selection process to all candidates. in the right jobs as we strive to 6. Include key stakeholders in your employee selection process. become more 7. Train your interviewers in your employee selection process. competitive. competitive ” 8. Give your interviewers guidance to help them probe deeper into a candidate's suitability. Fortune 2000 HR Director 9. Conduct comprehensive reference and background checks on job candidates. 10. 10 Ensure your orientation process helps re deployed people become productive faster re-deployed faster. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 5 ©2009 Profiles International. All rights reserved.
  6. 6. Comprehensive Report of Findings p p g Q1: We know how each job supports our company's key objectives. More than three-quarters of our participants expressed some uncertainty about this important point. Certain 24% Your organization may b behind the curve if Y i i be b hi d h job designs have not changed with your revamped plan of action. If employees are performing their jobs the same old way, they are holding the company back. Uncertain 76% Make sure top leaders buy into the strategy and share it with employees down the line so that every worker knows how to put the plan into ti i t action. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 6 ©2009 Profiles International. All rights reserved.
  7. 7. Comprehensive Report of Findings p p g Q2: We consider internal candidates before opening opportunities to external candidates. Nearly three-quarters of our participants expressed some uncertainty about this key issue. issue Internal "hiring" demonstrates that you believe in the training practices of your company and in your employees' Certain accomplishments. S h a policy li h Such li 28% encourages top performers to take initiative and exercise creative thinking. You don t have to train them in crucial don't Uncertain aspects of the job, such as the job's scope 72% and how it relates to other employees and departments, because they already know how the company works. There’s a science and a strategy to successful reorganization, redeployment and recovery. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 7 ©2009 Profiles International. All rights reserved.
  8. 8. Comprehensive Report of Findings p p g Q3: We have objective evaluation criteria based on known outstanding performers in that job. There is a tremendous amount of uncertainty Th i t d t f t i t when it comes to this question. Certain If you want to ensure that each worker fits the 10% j , job, measure how top p p performers in the same position do their jobs. Then apply the same assessment to candidates for the position and see how well they match the top performers. This approach works because it applies objective standards to the position instead of Uncertain requiring you to rate a person via subjective 90% standards or to "hire with your gut." www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 8 ©2009 Profiles International. All rights reserved.
  9. 9. Comprehensive Report of Findings p p g Q4: Our compensation is competitive based on current market rates for the job. Our research indicates that there is a lot of room to improve here. Only about 20% of participants are certain about their compensation practices. Certain 20% Paying a salary commensurate to what employees can earn in similar positions is critical to keeping your workforce motivated and attracting top talent. Organizations can compete i many O i ti t in Uncertain areas—work environment, benefits, growth 80% opportunities—but expecting top performers to stay with you because you offer these things is not realistic if they can g y earn significantly more money doing a similar job elsewhere. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 9 ©2009 Profiles International. All rights reserved.
  10. 10. Comprehensive Report of Findings p p g Q5: We apply a consistent selection process to all candidates. Nearly three-quarters of our participants expressed some uncertainty about this important point. Certain 24% If your answer i yes, i means that your is it h selection processes are objective and fair. These are important, not only because you want to do the right thing, but also because legal challenges to employee selection Uncertain standards are expensive. 76% The best employee selection process ensures that selection standards are job- related, validated, and standardized. l t d lid t d d t d di d www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 10 ©2009 Profiles International. All rights reserved.
  11. 11. Comprehensive Report of Findings p p g Q6: We include key stakeholders in our employee selection process. Nearly three quarters of our participants three-quarters expressed some uncertainty about this important point. Key stakeholders are those affected, for Certain better or worse, b our operations, those b by i h 27% who have an interest in what we do, and those who influence what we do. That includes almost everyone, but a big-tent approach is profitable: Uncertain 73% Inc. Magazine reports that "organizations with more effective hiring systems rank higher in financial performance, productivity, quality, customer satisfaction, d ti it lit t ti f ti employee satisfaction and retention." www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 11 ©2009 Profiles International. All rights reserved.
  12. 12. Comprehensive Report of Findings p p g Q7: We train our interviewers in our employee selection process. Our research indicates that there is a lot of room to improve here. Fewer than 20% of participants are certain about training th i ti i t t i b tt i i their interviewers. Certain Once we determine that we want 17% structured interviews—those in which questions and tasks are chosen beforehand, and that are designed to ensure consistency—it is imperative that we coach our interviewers. Uncertain The process is more likely to go smoothly if 83% interviewers understand it, buy into the reasoning behind it, and know what to do. The unstructured interview is weak for purposes of identifying the best candidates. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 12 ©2009 Profiles International. All rights reserved.
  13. 13. Comprehensive Report of Findings p p g Q8: We give our interviewers guidance to help them probe deeper into a candidate's suitability. This result was quite shocking, especially given the following statistic. According to Leadership IQ, a firm that provides research and executive education to top companies, a study of 20,000 newly Certain hired employees showed that “46 percent 16% of all new hires fail within 18 months." This happens not because the new employees lack technical skills, but because they are not coachable have the coachable, wrong temperament, are not motivated, or Uncertain demonstrate other problems "that never get 84% assessed in the interview." To T catch these mismatches, screening h h i h i interviewers need expert coaching to help them look beyond technical skills and ask the right follow-up questions. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 13 ©2009 Profiles International. All rights reserved.
  14. 14. Comprehensive Report of Findings p p g Q9: We conduct comprehensive reference and background checks on job candidates. This question received the highest “certain” response of all of the questions in our survey. Leaders might view reference and/or Certain background checks as a bother when they 34% "know" someone is right for a position. But employment experts estimate that nearly Uncertain one-third of all resumes contain false or 66% exaggerated information. t di f ti According to a Purdue University newsletter, falsified information consists mostly of expanded dates to cover y p employment gaps. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 14 ©2009 Profiles International. All rights reserved.
  15. 15. Comprehensive Report of Findings p p g Q10: Our orientation process for newly hired people helps them become productive faster. This is an often over-looked area of the re- organization and re-deployment process. Certain 18% A Bersin & Associates/Randstad case study shows that productivity measures increased by 25 percent among employees who participated in an on-boarding training program. Uncertain Employee job descriptions can help by 82% communicating the company's direction and telling the employee where he fits in the big picture. gp www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 15 ©2009 Profiles International. All rights reserved.
  16. 16. Conclusion: Top 10 Selection Best Practices p Need Help? 1. Know how each job supports your organization’s key objectives. Our research clearly y 2. 2 Consider both internal and external candidates for open positions positions. shows that our clients are better prepared than 3. Use objective evaluation criteria based on known outstanding performers in that job. non-clients to manage 4. Ensure compensation is competitive, based on current market rates for the job. their human capital through a challenging 5. Apply a consistent selection process to all candidates. business climate. 6. Include key stakeholders in your employee selection process. Contact us to learn how 7. Train your interviewers in your employee selection process. we can help you. 8. Give your interviewers guidance to help them probe deeper into a candidate's suitability. 9. Conduct comprehensive reference and background checks on job candidates. Assessment Edge 10. 10 Ensure your orientation process helps re deployed people become productive faster re-deployed faster. www.assessmentedge.com 937.550.9580 www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 16 ©2009 Profiles International. All rights reserved.
  17. 17. imagine great people ™ Profiles International - Who We Are Profiles International is the world leader in selecting and developing high-performance workforces through innovative Contact Us human resource management solutions and a comprehensive suite of employment assessments that help Assessment Edge companies gain a competitive advantage by selecting, hiring, retaining and developing great talent. www.assessmentedge.com 937.550.9580 Continually validating and updating its assessment products, C i ll lid i d d i i d Profiles serves many of the largest companies in 118 countries around the globe. www.profilesinternational.com Selection Strategies for Re-organization, Re-deployment and Recovery | 17 ©2009 Profiles International. All rights reserved.

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