Improving	  Organiza.onal	  Performance	        Through	  Pre-­‐Hire	  Tes.ng	       Interna.onal	  Floral	  Distributors	...
Agenda	  •  About	  Ap.tude	  Analy.cs	  •  Understanding	  the	  True	  Cost	  of	  a	  Bad	  Hire	  •  A	  Solu.on	  –	 ...
Agenda	  •  About	  Ap.tude	  Analy.cs	  •  Understanding	  the	  True	  Cost	  of	  a	  Bad	  Hire	  •  A	  Solu.on	  –	 ...
About	  Ap.tude	  Analy.cs	  •  Founded	  in	  2003	  •  Division	  of	  MAC	  Venture	  Group	  –	  Full-­‐service	  Mana...
Agenda	  •  About	  Ap.tude	  Analy.cs	  •  Understanding	  the	  True	  Cost	  of	  a	  Bad	  Hire	  •  A	  Solu.on	  –	 ...
The True Costs       of companies surveyed say that a bad       hire in the last year has cost them at41%    least $25,000...
But the costs go beyond just cash. The following are the direct andindirect ways companies say they’ve paid for hiring the...
Why Do Companies Hire Bad Employees?According to the Careerbuilder Survey, companies hired bad employees because:      38%...
Agenda	  •  About	  Ap.tude	  Analy.cs	  •  Understanding	  the	  True	  Cost	  of	  a	  Bad	  Hire	  •  A	  Solu.on	  –	 ...
Tes.ng	  Job	  Candidates	  –	  an	  Essen.al	       Part	  of	  Responsible	  Hiring	   •  A	  lot	  more	  people	  are	...
How	  do	  you	  know	  what	  you’re	                      ge]ng?	  •  Interview	  the	  real	  person	  –	  not	  a	  pr...
Pre-­‐Hire	  Tes.ng	  Lowers	  Risk	  of	  Making	                     a	  Bad	  Hire	    •  Reduces	  overall	  cost	  by...
Top	  Performance	  Is	  Only	  Achieved	  When	  All	                 the	  Pieces	  “Fit”	     High	  performing	  teams...
Choosing	  the	  right	  combina.on	  of	  people	  does	  not	  have	  to	  be	  arbitrary	  
Agenda	  •  About	  Ap.tude	  Analy.cs	  •  Understanding	  the	  True	  Cost	  of	  a	  Bad	  Hire	  •  A	  Solu.on	  –	 ...
What	  Makes	  Us	  Different?	  •  Developed	  by	  Consultants,	  for	  Consultants	  •  Profiled	  posi.ons	  over	  20+	...
Complete	  Customizability	  •  Every	  posi.on	  is	  as	  different	  as	  the	  company	  itself	  •  Our	  reports	  ar...
Reports	  Contain:	  •  Quan.ta.ve	  Analysis	  “How	  did	  they	  score?”	      –  Job	  Suitability	  “Score”	  +	  acc...
Understand	  the	  Necessary	  Variables	     that	  Underlie	  Job	  Suitability	  •  Candidate’s	  behavioral	  profile	 ...
Benchmarking:	        Systema.cally	  Iden.fy	  Proven	  Winners	  	   Success	  Factor	  Analysis	  (SFA)	               ...
Prevue	  Benchmark	  
Prevue	  Benchmark	  
Selling	  Skills	  Index	  •  Sales	  ap.tude	  test	  designed	  for	  single	  use	  or	  in	  conjunc.on	     with	  ot...
Agenda	  •      About	  Ap.tude	  Analy.cs	  •      Understanding	  the	  True	  Cost	  of	  a	  bad	  hire	  •      A	  S...
Performance	  Development	  	                      Coach	  Your	  Staff	  To	  Be	  Their	  Best	  •  All	  reports	  can	 ...
Other	  Reports	  Leaning	  &	  Reasoning	  Report	  •  Measures	  Cogni.ve	  Ability	       	  -­‐	  General	  Intelligen...
Revealing	  the	  Right	  Candidate	  
                          	                           	                           	  $mall   	  Investment	  à	  Huge	  P...
Overview	   	  	  •  Bad	  hires	  are	  costly	  •  Harder	  to	  find	  the	  right	  people	  •  Pre-­‐Hire	  tes.ng	  m...
Improving Organizational Performance Through Pre Employment Testing
Improving Organizational Performance Through Pre Employment Testing
Improving Organizational Performance Through Pre Employment Testing
Improving Organizational Performance Through Pre Employment Testing
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Improving Organizational Performance Through Pre Employment Testing

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Improving Organizational Performance Through Pre Employment Testing

  1. 1. Improving  Organiza.onal  Performance   Through  Pre-­‐Hire  Tes.ng   Interna.onal  Floral  Distributors  Conference  2012     October  24,  2012    
  2. 2. Agenda  •  About  Ap.tude  Analy.cs  •  Understanding  the  True  Cost  of  a  Bad  Hire  •  A  Solu.on  –  Pre-­‐Hire  Tes.ng  •  The  Difference-­‐  Customizability  &   Benchmarking  Explained  •  Performance  Appraisal  &  Other  Tests  •  Overview  
  3. 3. Agenda  •  About  Ap.tude  Analy.cs  •  Understanding  the  True  Cost  of  a  Bad  Hire  •  A  Solu.on  –  Pre-­‐Hire  Tes.ng  •  The  Difference-­‐  Customizability  &   Benchmarking  Explained  •  Performance  Appraisal  &  Other  Tests  •  Overview  
  4. 4. About  Ap.tude  Analy.cs  •  Founded  in  2003  •  Division  of  MAC  Venture  Group  –  Full-­‐service  Management   Consul.ng  Company  •  Mission:    Provide  hiring  managers  with  the  tools  to  systema.cally   and  cost  effec.vely  improve  their  odds  of  hiring  beVer  people,   lower  turnover,  and  coach  exis.ng  staff  to  improved   performances  •  Psychometric  Assessments  •  Ap.tude  Assessments   www.ap.tudeanaly.cs.com                            
  5. 5. Agenda  •  About  Ap.tude  Analy.cs  •  Understanding  the  True  Cost  of  a  Bad  Hire  •  A  Solu.on  –  Pre-­‐Hire  Tes.ng  •  The  Difference-­‐  Customizability  &   Benchmarking  Explained  •  Performance  Appraisal  &  Other  Tests    
  6. 6. The True Costs of companies surveyed say that a bad hire in the last year has cost them at41% least $25,000 of companies surveyed say that a bad hire in the last year has cost them at25% least $50,000
  7. 7. But the costs go beyond just cash. The following are the direct andindirect ways companies say they’ve paid for hiring the wrong employee 41% 37% 22%Lost Worker Expense Due to Negative ImpactProductivity Recruiting and Training on Client Solutions Another Worker 40% 36% Lost Time Due to Negative Impact Recruiting and Training on Employee Moral Another Worker
  8. 8. Why Do Companies Hire Bad Employees?According to the Careerbuilder Survey, companies hired bad employees because: 38% 36% 21% 11%The company needed It just didn’t work out The company didn’t test or The company didn’t to fill the position research the employee’s perform adequate quickly skills well enough reference checks
  9. 9. Agenda  •  About  Ap.tude  Analy.cs  •  Understanding  the  True  Cost  of  a  Bad  Hire  •  A  Solu.on  –  Pre-­‐Hire  Tes.ng  •  The  Difference-­‐  Customizability  &   Benchmarking  Explained  •  Performance  Appraisal  &  Other  Tests  •  Overview  
  10. 10. Tes.ng  Job  Candidates  –  an  Essen.al   Part  of  Responsible  Hiring   •  A  lot  more  people  are  looking  for  work,  but  there  is  a   major  skills  shortage  -­‐  qualified  people  are  hard  to  find   •  Companies  cannot  afford  or  don’t  want  to  pay   expensive  recrui.ng  fees   •  Massive  responsibility  for  Hiring  Manager www.ap.tudeanaly.cs.com                            
  11. 11. How  do  you  know  what  you’re   ge]ng?  •  Interview  the  real  person  –  not  a  projec.on  of  what   they  want  you  to  see  •  Someone  may  look  great  on  paper,  ace  the  interview,   but  not  be  well-­‐suited  for  the  job   www.ap.tudeanaly.cs.com                            
  12. 12. Pre-­‐Hire  Tes.ng  Lowers  Risk  of  Making   a  Bad  Hire   •  Reduces  overall  cost  by  preven.ng  bad  hires     •  Reduce  turnover  rates   •  Benefits  of  consistently  making  good  hires   –  Decreased  Expenses   –  Increase  Morale   –  Stronger  Team   –  BeVer  Internal  &  Client  Solu.ons   www.ap.tudeanaly.cs.com                            
  13. 13. Top  Performance  Is  Only  Achieved  When  All   the  Pieces  “Fit”   High  performing  teams  require  complimentary  skill  sets   www.ap.tudeanaly.cs.com                            
  14. 14. Choosing  the  right  combina.on  of  people  does  not  have  to  be  arbitrary  
  15. 15. Agenda  •  About  Ap.tude  Analy.cs  •  Understanding  the  True  Cost  of  a  Bad  Hire  •  A  Solu.on  –  Pre-­‐Hire  Tes.ng  •  The  Difference-­‐  Customizability  &   Benchmarking  Explained  •  Performance  Appraisal  &  Other  Tests  •  Overview  
  16. 16. What  Makes  Us  Different?  •  Developed  by  Consultants,  for  Consultants  •  Profiled  posi.ons  over  20+  years  •  Compara.ve  Analysis  to  generate  Job  Suitability  Score  •  Hiring/Appraisal  process  is  interac.ve    
  17. 17. Complete  Customizability  •  Every  posi.on  is  as  different  as  the  company  itself  •  Our  reports  are  not  “one-­‐size-­‐fits-­‐all”  •  Work  directly  with  the  employer  to  determine  compara.ve   standards  •  Relevant  quali.es  are  differen.ally  weighted  during  the   analysis   –  score  represents  YOUR  needs  as  an  employer  •  Report  price  levels  represent  level  of  job-­‐specifica.on/ customiza.on   www.ap.tudeanaly.cs.com                            
  18. 18. Reports  Contain:  •  Quan.ta.ve  Analysis  “How  did  they  score?”   –  Job  Suitability  “Score”  +  accompanying  graph(s)   –  Numeric  breakdown  of  behavioral  traits  as  compared  to   chosen  standard  •  Qualita.ve  Analysis  “What  type  of  person  are  they?”     –  Descrip.on  of  Personality  as  it  relates  to  job   –  Guide  to  Communica.on   –  Type  of  compensa.on   –  Ideal  Environment/Areas  for  Improvement  
  19. 19. Understand  the  Necessary  Variables   that  Underlie  Job  Suitability  •  Candidate’s  behavioral  profile  -­‐  good  match  between   person  and  posi.on?  •  Candidate  compared  to  profile  of  successful  people  at   that  posi.on  •  Compara.ve  Behavioral  Factors  include:   –  Reliability   –  Drive/Achievement  Orienta.on   –  Task/Detail  Orienta.on   –  Mo.va.onal  Orienta.on   –  Sales  Ap.tude    •  Other  Factors:   –  Level  of  Educa.on   –  #  Jobs  in  past  10  years   –  #  Years  total  experience   www.ap.tudeanaly.cs.com                            
  20. 20. Benchmarking:   Systema.cally  Iden.fy  Proven  Winners     Success  Factor  Analysis  (SFA)   Prevue  •  50  +  Posi.on  Profiles   •  Customized  Benchmark     –  C-­‐level     –  JDS  Survey   –  Sales   –  Supervisory   Ø  Based  on  hiring  manager   –  Technical   input   –  Clerical   –    Skilled  Trade   –  Concurrent  •  Choose  Key  Mo.va.onal  Traits   Ø  Based  on  scores  of  current   –  Results  Orienta.on   successful  employees  at  that   –  Priori.zing/Planning   –  AVen.on  to  Detail   posi.on   –  Reliability   •  Compares  13  Personality  Factors  •  Level  of  Supervision   +  Abili.es,  Mo.va.on/Interests     –  Heavy  à  None   •  Ideal  for  very  specialized   posi.ons  •  Ideal  for  Standard  C-­‐Level  and  Sales   posi.ons  
  21. 21. Prevue  Benchmark  
  22. 22. Prevue  Benchmark  
  23. 23. Selling  Skills  Index  •  Sales  ap.tude  test  designed  for  single  use  or  in  conjunc.on   with  other  reports  •  Test:  64  Sales  situa.ons   –  Candidate  must  choose  most,  least  effec.ve  strategy   •  Report  includes:   –   Training  Guide,  Graph   –   Competency  Overview   –  Breakdown  of  Basic  and  Advanced  Sales  Strategies   –  Ac.on/Training  Plan   –  Interview  Guide     www.ap.tudeanaly.cs.com                            
  24. 24. Agenda  •  About  Ap.tude  Analy.cs  •  Understanding  the  True  Cost  of  a  bad  hire  •  A  Solu.on  –  Pre-­‐Hire  Tes.ng  •  Customizability  &  Benchmarking  •  Performance  Appraisal  &  Other  Tests  •  Overview      
  25. 25. Performance  Development     Coach  Your  Staff  To  Be  Their  Best  •  All  reports  can  be  modified  for  use  as  a  Performance  Development   report  for  exis.ng  employees    •  Allow  managers  to  have  in-­‐depth  understanding  of  their  employees     –  Enable  more  efficient  communica.on     –   Set  reasonable  and  reliable  expecta.ons  •  Facilitate  Performance  Reviews  
  26. 26. Other  Reports  Leaning  &  Reasoning  Report  •  Measures  Cogni.ve  Ability    -­‐  General  Intelligence:    -­‐  Working  with  Numbers    -­‐  Working  with  Shapes    -­‐  Working  with  Words  •  Engineers,  Designers,  Technical  posi.ons    Reliability  Register  •  Measures  reliability,  work  ethic,  and  response  to  supervision    •  Recommended  for  jobs  with  high  turnover,  ethical  considera.ons   www.ap.tudeanaly.cs.com                            
  27. 27. Revealing  the  Right  Candidate  
  28. 28.        $mall  Investment  à  Huge  Payoff        
  29. 29. Overview      •  Bad  hires  are  costly  •  Harder  to  find  the  right  people  •  Pre-­‐Hire  tes.ng  makes  the  process  easier  by  educa.ng  the   employer  about  the  candidate  •  Psychometric  profiling  allows  for  systema.c  selec.on  of  work  force    •  Custom  tes.ng  parameters  allow  company-­‐specific  needs  to  be   filled  •  Use  of  Performance  Appraisals  improves  rela.onship  with  exis.ng   employees  

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