Asyma E3 2012 - "The right people in the right seats" - Jim Brown

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Asyma E3 2012

Asyma E3 2012

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  • 1. “The Right People In The Right Seats” Building a more engaged, more productive workforce with Psychometric Assessment tools.
  • 2. The Right People in the Right Seats The three most common problems companies have are: 1. Systems Problems, or 2. People Problems Either of which can create… 3. Financial Problems, such as: • a. Higher Costs • b. Poor Revenue Stream • c. Lost Opportunities • d. Low Profit margins
  • 3. The Right People in the Right Seats
  • 4. The Right People in the Right Seats Put the right people on the bus. Get the wrong people off the bus. Put the people in the right seats on the bus. The bus will take you where you want to go.
  • 5. The Right People in the Right SeatsHave you ever?
  • 6. The Right People in the Right Seats
  • 7. The Right People in the Right SeatsWhy do we continue to put the wrong people in our jobs? We believe that poorly selected people are a normal part of doing business. Our hiring practices may be too “instinctive” and not scientific enough. We think we can change people. People are not easy to Change!!
  • 8. The Right People in the Right Seats Today’s Objectives To IDENTIFY the characteristics of top performers To maximize employee PRODUCTIVITY To increase the RETENTION of peak performers
  • 9. The Right People in the Right Seats Selection Process – Step 1 PAST History Résumé, Past Employment, Education, Background Check
  • 10. The Right People in the Right SeatsThe Top Three Reasons People Fail Incompetence Incompatibility DishonestyPeter Drucker,Famous Management Consultant states:“Chances are good that up to 66% of yourcompany’s hiring decisions will prove to bemistakes in the first twelve months.”
  • 11. The Right People in the Right Seats Selection Process – Step 2PAST PRESENT History Interview Résumé, Past Gut Feeling, Employment, Appearance, Education, Personality, Background Interview Check
  • 12. The Right People in the Right Seats The Interview“63% of all hiring decisions aremade during the first 4.3 minutesof an interview.” – SHRM Study, reported in USA Today
  • 13. The Right People in the Right Seats Check Applicants 36,000 business failures are caused by employee theft Employees steal 10 times more than shoplifters Absenteeism costs a 50 employee company $31,100 annually This is your applicant pool!
  • 14. The Right People in the Right Seats Provides a structured interview and employment history
  • 15. The Right People in the Right Seats
  • 16. The Right People in the Right Seats
  • 17. The Right People in the Right Seats
  • 18. The Right People in the Right Seats Selection Process – Step 2 PAST PRESENT History Interview Résumé, Gut Feeling, Past Appearance, Employment, Personality, Education, Interview, Background SOS II Check
  • 19. The Right People in the Right Seats Selection Process – Step 3 History Résumé, InterviewPAST Gut Feeling, Past PRESENT Appearance, Employment, Personality, Education, Interview, Background SOS II Check Testing & Job Matching FUTURE
  • 20. The Right People in the Right Seats Utilize All of Your ResourcesInterview – Psychological Bulletin Vol. 96, 14% No. 1, August 1994 + Professor Mike Smith,Background Checks &Integrity Testing 26% University of Manchester +Personality Testing 38% +Ability Testing 54% +Interest Testing 66% +Job Matching 75%
  • 21. The Right People in the Right SeatsThe Total Person 10% - Good But Limited Information: Skills, Experience & Company Match 90% - Essence of the Total Person: Thinking Style Occupational Interests Behavioral Traits Job Fit
  • 22. The Right People in the Right SeatsUsing Assessments“The appropriate use of professionallydeveloped assessment tools on averageenables organizations to make moreeffective employment-related decisions thanthe use of simple observation or randomdecision making.” “Testing and Assessment: An Employer’s Guide to Good Practices” US Department of Labor Employment and Training Administration
  • 23. The Right People in the Right Seats Seeking The Total Person History InterviewPAST Résumé, Gut Feeling, Past Appearance, PRESENT Employment, Personality, Education, Interview, Background SOS II Check Testing & Job Matching ProfileXT FUTURE
  • 24. The Right People in the Right Seats What the ProfileXT Measures Job Profile Summary Job Pattern: Sales Representative Overall Job Match Can the person Learning Index 1 2 3 Thinking Style 4 5 6 7 8 9 10 do the job? Verbal Skill Verbal Reasoning 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 1 2 3 4 5 6 7 8 9 10 Behavioral Traits Energy Level 1 2 3 4 5 6 7 8 9 10 How will the person Assertiveness Sociability 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 10 Manageability 1 2 3 4 5 6 7 8 9 10 do the job? Attitude Decisiveness 1 1 2 2 3 3 4 4 5 5 6 6 7 7 8 8 9 9 10 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 1 2 3 4 5 6 7 8 9 10 Occupational Interests Will the person Interests Ranking Enterprising 1 Top three interests for this position 2 3 4 5 6 7 8 9 10 People Service 1 2 3 4 5 6 7 8 9 10 want to do the job? Creative 1 2 3 4 5 6 7 8 9 Lowest three interests for this position 10 Financial/Administrative Technical Mechanical 15
  • 25. The Right People in the Right Seats Can the Person Do the Job? Thinking Style 1 2 3 4 5 6 7 8 9 10 Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning
  • 26. The Right People in the Right Seats The Learning Index
  • 27. The Right People in the Right Seats Will The Person Do the Job? Occupational Interests 1 2 3 4 5 6 7 8 9 10 Enterprising Financial/Administrative People Service Technical Mechanical Creative
  • 28. The Right People in the Right SeatsHow Will The Person Do the Job? Behavioral Traits Energy Level 1 2 3 4 5 6 7 8 9 10 Assertiveness Sociability Manageability Attitude Decisiveness Accommodating Independence Objective Judgement
  • 29. The Right People in the Right Seats The JobMatch ™ Pattern Shaded areas indicate the JobMatch pattern The JobMatch patterns show requirements for the jobs in your company Use these patterns for: Placement Retention Training Promoting Managing Planning
  • 30. The Right People in the Right Seats Interview Questions What kind of high stress situations have you experienced in which important calculations were necessary? When making budgetary decisions, can you rapidly see where resources can be reallocated or redistributed? If required to organize financial data, what would motivate you best to get the job done? If working long hours analyzing data or solving technical problems, what ways do you maintain your motivation to persevere?
  • 31. The Right People in the Right Seats Multiple ProfileXT Reports The Individual Profile Report The Individual Graph Report The Performance Model Comparison Report The Interview Guide – Challenge areas The Interview Guide – Total Person Report The Comparison Summary Report The Summary Graph Report The Strategic Workforce Planning Report The Candidate Matching Report
  • 32. The Right People in the Right Seats Today’s Objectives To IDENTIFY the characteristics of top performers To maximize employee PRODUCTIVITY To increase the RETENTION of peak performers
  • 33. The Right People in the Right Seats 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 September. - Oct. 1999
  • 34. The Right People in the Right Seats Job Related Competencies Productivity Quality of Work Initiative Teamwork Problem Solving
  • 35. The Right People in the Right Seats Additional Information Response to job-related stress, frustration and conflict How to motivate the employee Whether the employee is internally or externally motivated
  • 36. The Right People in the Right SeatsPrimary Behavioral Tendencies Productivity 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. Quality of Work 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. Initiative He can generate innovative ideas, approaches, and solutions. Being creative, he is willing to experiment with change. He is quick to recognize opportunities.
  • 37. The Right People in the Right Seats Response to Job Related StressWhen experiencing stress, frustration, and/or conflict in a job setting, John may: Be optimistic, reassuring. Be trusting and accepting. Display a positive attitude regarding outcomes of conflict. Be approachable and open to others. Demonstrate flexibility in making workable compromises. See both sides of an argument.If, however, the level of stress, frustration, and/or conflict becomes intense and/orcontinues over an extended period of time, there may be a tendency to: Become careless and disorganized. Make overly optimistic assessments of others and outcomes. Over-estimate his own ability to change others. Experience difficulty planning and estimating time expenditure. Make overly optimistic, unrealistic promises. Oversell himself, relying too much on his verbal skills. Become overly entertaining, which could distract from the seriousness of the situation.
  • 38. The Right People in the Right Seats Work MotivationThis section of the report describes the different types of incentives, rewards, and conditions that are mostcompatible with John’s behavioral tendencies and motivational style. In motivating him, consider providing: Public and social recognition. Approval and acceptance. Group activities outside of the job, participating in the community, identifying with various social groups. Assignments with a high degree of people contacts, opportunity to be with people. Freedom from controls and details. The opportunity for freedom of artistic expression. Acknowledgement of his feelings. Attention, popularity, the opportunity to be in the spotlight.
  • 39. The Right People in the Right Seats Motivational Energy (ME)Motivational Energy (ME) reflects the intensity that an individual shows and how heapproaches most situations. John’s ME indicates that he will approach most situationswith a moderate intensity and suggests that he might be inclined to show one or moreof the following behavioral tendencies: 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.
  • 40. The Right People in the Right SeatsSuggestions for Improving Effectiveness Management Report – Sally Sample Ensure that Sally has the backup needed from more detail-mindedteammates and that she utilizes their strengths. Demonstrate a facilitative leadership style that exemplifies teamwork, so thatSally understands its value to change process. Help Sally to pace her work in alignment with the needs of changeprocedures, at least until the initial phases of the process are launched. Caution Sally about any frustrations she may feel about those who acceptchange less openly than she.
  • 41. The Right People in the Right Seats 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. The Right People in the Right Seats Today’s Objectives To IDENTIFY the characteristics of top performers To maximize employee PRODUCTIVITY To increase the RETENTION of peak performers
  • 43. The Right People in the Right Seats We Can Help You Select and Hire more effectively Improve Employee Engagement Groom the right future managment candidates Train in the right areas for greater ROI Develop World Class Customer Service Receive Objective Management Feedback
  • 44. The Right People in the Right Seats•Thank-you•Demo Invitation